A champion of end-to-end collaboration: interview with Jeff LeClair
Jeff LeClair learned the value of collaboration early in his career, lessons that have stayed with him throughout his 30 years in manufacturing and supply chain management.
Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
Jeff LeClair declares that his business roots are firmly embedded in the Toyota Production System. He spent the early part of his career with Toyota and has carried the lessons he learned there with him throughout his 30-year business career as a manufacturing and supply chain executive—lessons about processes, but lessons, too, about the critical role of trust and collaboration across the supply chain.
Before taking on his current position of vice president of operations and supply chain for Basin Industries and president of SteelTech, he spent several years in supply chain management with Caterpillar. In all of his management roles, he says, he strives to focus on a total-cost value chain approach to reduce costs, improve stability, and create competitive advantage.
Basin Industries is an industrial manufacturing holding and operating company focused on acquiring, operating, and developing equipment and equipment components manufacturers in numerous heavy industrial markets worldwide. SteelTech is an industrial fabrication company specializing in high-volume customized racking and container solutions for automotive and industrial customers.
LeClair spoke recently with Editorial Director Peter Bradley.
Q: You are a strong advocate of end-to-end supply chain collaborative processes. What do you mean by true collaboration in the supply chain and why is that important?
A: It really is about understanding what each other needs to be successful and providing that. Sometimes, customers don't know there are some better options or, I will say, better opportunities. These may be cheaper or they may be more expensive, but there are better ways of doing it. So, understanding is the first step. You can provide what they really need to be successful, and not just what they want.
I do believe customers will value your solution if they understand that you are, one, being truthful, and two, thinking about what makes them successful versus selling. Sometimes, selling is just saying yes and providing a product they really don't need or is really not right for them. Our value proposition actually delivers a lot more value for them in meeting their customer goals. It is not about always saying yes.
Q: Let me ask you to look back upstream. Give me your view of what collaboration means with your suppliers.
A: Well, the first step is developing a common understanding of what we need to be successful and how the supplier can help me. I share with my suppliers our customers' expectations, everything from leadtimes to bottom-line dollars. What I have done is use this "common goals" format, where I incorporate these key indicators in our metrics and they see exactly what I am doing. Then we have a review. I do this every quarter.
Just like a good employee or team member, you are really aware all the time and there are no surprises and you are working on it together. It is a cooperative venture versus saying, "Now give me a 5-percent reduction in price." I believe that common goals actually create a lot more value than just a price proposition. By doing this with our suppliers, you develop a long-term relationship and you develop a trust with your suppliers.
Q: How do you build trust with both your customers and your suppliers?
A: That is probably the hardest thing and yet the easiest thing—the hardest thing to start but the easiest thing to maintain once you have laid the foundation. You have to expose your weaknesses. As a supplier, the hardest thing to tell your potential or current customers is that you have a weakness and you need help. That could be anything from not meeting the customers' goals on timing to not having enough pieces to satisfy their demand. It could be that you can't deal with this cost and here are the reasons why. It puts you in a little bit of a vulnerable spot, certainly, and most people don't want to share their weaknesses.
The other side of it, however, once you do commit, you can then say to the customer "This is what I can do, and I can guarantee 100 percent success." You then have to deliver exactly what you committed to. I think the customers will value that because you're going to be delivering exactly what you said you would. There are no surprises. For the long term, the customer and the supplier both believe what you are saying because it is very transparent.
I will give you a comparison. I have several friends in Japan who are senior executives and many in the U.S. I ask them, "How do you balance your workload?" The Japanese typically will tell you they spend 50 to 75 percent of their time with the supply base because they see it as an extension of their business. And yet, you talk with some of my U.S. peers and they don't go out to (visit) their suppliers, because they don't see it as an extension of their business.
My goal is really to develop our suppliers to be part of the team, the big picture team. I can actually tell my customers that I know there is not going to be disruption in the supply chain for them because I have already committed and I have already received the same commitment out of my suppliers.
Q: How do you persuade suppliers and customers that are new to this approach?
A: Truthfully, in North America, this is a very difficult discussion. I do have these discussions all the time. I will just say that in my supply base, most of them are very reluctant. They are always protecting themselves because in their experience, other customers have only worried about one thing—short-term financials. So it is a very difficult discussion, but this change has to happen. It has to be initiated by me as a customer. So I have to take the first step by showing that I'm going to honor what I say to them. And I have had success doing that. Trust starts to be developed once they see that I am willing to take the first step and I'm not going to fire them over some small discrepancy and that I am willing to work with them to improve.
Q: So, maybe that first time they mess up and they are honest with you, you don't fire them but say, "OK, let's fix it ..."
A: Exactly. It's that step. I've had the opportunity in my latest role to start working with our suppliers, and I've offered to go out to see their facilities and learn more about their operations. I feel that it really helps my suppliers to see that I understand what issues and opportunities they're facing and then sit down with them and develop this "common goal" approach. We've had some really good successes. I can also share that a couple of suppliers don't believe in this. I understand their initial position, but the long-term success of our business is going to be based on that fundamental collaboration and trusting each other. I believe the long-term approach is best to develop strategic partnerships in business.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.