Supply Chain
Technology Podcast

SUMMARY KEYWORDS

AI in supply chain, cognitive overload, data lakes, machine learning, logistics, shipping forecast, service level, transparency, automation, optimization, communication, blockchain, sustainability, real-time data.

SPEAKERS

Gabriela Herrera Piguin, Scott Mears

Scott Mears  00:00

Are carriers fully transparent about their sustainability practices?

Gabriela Herrera Piguin  00:04

Yes.

Scott Mears  00:05

Is cognitive overload a major cause of mistakes in supply chain?

Gabriela Herrera Piguin  00:10

No.

Scott Mears  00:11

Do you currently rely on any manual processes that you believe technology has not yet been able to improve effectively?

Gabriela Herrera Piguin  00:18

Yes, for sure, the drivers.

Scott Mears  00:22

Is Brazilian Churrasco, the best barbecue in the world?

Gabriela Herrera Piguin  00:26

Yes.

Scott Mears  00:36

Welcome to the supply chain tech podcast with Roambee. Scott Mears here, Senior Marketing Manager at Roambee and your host. We thank you for joining us today. In this episode, we speak with the supply chain coordinator at Braskem, Gabriela Herrera Piguin. We unpack AI’s role in combating cognitive overload in supply chain, explore areas where technology isn’t needed, and the intriguing paradox of AI’s impact on cost versus service optimization. Finally, we discuss the importance of data leaks and adopting intuitive software that delivers real time data with ease in the minute you need it most. Welcome Gabriella, to the episode. How are you today?

Gabriela Herrera Piguin  01:20

Hi,  Scott, I’m fine, and you,

Scott Mears  01:24

I’m wonderful, and I really appreciate you coming on today. There’s been a while since we’ve, you know, had someone from the chemical industry, and I really wanted to get you onto this podcast to dive into the industry and the different approaches you have in supply chain there. So I’m really excited to get into this. And before we do jump into it, we always like to start with a bit of a fun icebreaker. We like to sort of break, break the ice in gently. I would love to learn is if you could instantly fix one common issue in supply chain with a magic wand. You know, Harry Potter’s come to life for a moment, what would it be and why?

Gabriela Herrera Piguin  02:07

First, thank you for the invite. I’m really excited to talk about supply chain and industry. Okay, so responding you, it would be commercial demand, regularity, because this is a general problem that I believe that really affects supply chain, because this is the first information we receive to production planning, safe at stock, distribution plan and transportation. So if you don’t receive volume, you have problems. Sometimes here we have a problem that we have 50% of the volume of the month in the last week, and it’s so difficult to plan. So I would say that commercial demand regularity,

Scott Mears  02:54

interesting that that’s great to hear. And I, I wish I could give you that wand right now to get rid of it, but it’s, you know, sadly, we can’t do one day. Maybe AI will create it one day for us.

Gabriela Herrera Piguin  03:07

I hope so.

Scott Mears  03:10

I do too. And now I want to dive into, you know, the questions of this episode. We’re going to dive into some interesting things. And you know, AI is going to be a big part of the topic actually, because when I was going through your bio and understanding what you do at Braxton, it was really interesting to see. So I feel that the subject of cognitive overload is really not discussed enough. Actually, the last time I had a conversation on it was with Mark Baxter, the CEO and President of CSCMP, the biggest supply chain association in the world. And He came up, he mentioned this conversation a couple of times to me on the episode, people are not acknowledging really the impact of cognitive overload on decisions that we’re having to make on a daily basis in logistics and supply chain. And I wanted to understand, really, if AI could make alleviate your micro decisions by automating routine decision making, this would, of course, enhance overall performance. So what micro decisions would you focus on automating first? And why would you focus on automating them first?

Gabriela Herrera Piguin  04:23

Yeah, focusing on logistics, I would say shipping forecast, because they have a lot of numbers and a lot of routes to do here in Brazil. So it’s difficult to decide what client I will attend first. So if you use the shipping forecast with the the artificial intelligence, they show they show me this to show me what route I can attend first based on historical data or the price of the client. And. Other variables that helps me to make a decision. And this kind of decision is a micro decision, because I do it every day, many times a day, because I I build like a 100 trucks per day a lot. So I needed this help. So I believe that the artificial intelligence help us a lot at this point, and not just on the first step as build the product and put on road, but on tracking is important too, because the tracking refers about my service level that I have to arrive at the client at the time he asked me for so if I don’t use any technology, It’s impossible to control here we use the machine learning. And I like, why? Because machine learning suggests me some action, some actions to do. Because the artificial intelligence, they show me the reports. But when we go to machine learning, they suggest me, oh, look at that. You have a problem here, if you don’t look so we use both. You told me one, but I can tell it two things, that it’s shipping forecast, because it’s the first step, logistics and the tracking with machine learning, it would be the second, but important as the first,

Scott Mears  06:46

interesting, so it’s and that’s great to hear already. You’re using machine learning a lot and really getting to grips with it and within that. So you mentioned the tracking and the sheets. What specific decisions would you say in there that you would love AI to automate.

Gabriela Herrera   07:04

Good, good question. Because sometimes we, we are late on the on the route, you know, sometimes the the customer tell me, oh, Gabriella, I want my product five days. But I can do that for any problems, sometimes through capability or product viability. So I needed to come communicate the customer, I won’t give you in at this time. And this point I use machine learning, because my I have a robot here. So the robot tells me, Oh, you are not at the you are not arriving at the time the customer asked you for. So at this in this part, I can communicate the customer, because the service level is, I don’t believe it’s not the to achieve the goal, the data, the time the customer want, but is to communicate the customer feel more comfortable if then they know about the delay. So if they know, maybe they will be more comfortable. They will tend the plan. But if I don’t communicate, I will I will have a problem. My service level will be worth than if I don’t communicate. So here I use machine learning because I have many customers, so I won’t communicate, all of them, just some critical client or a critical problem that I had with the truck or with the product. You know, I don’t communicate to everyone, so why they the machine learning focus me on the biggest problem. And I, I decided I construct what’s the the customer that I prefer to attain better. And then the machine learning, day by day, shows me what I can what I have to do with this customers.

Scott Mears  09:15

Interesting. So that’s really interesting, because it seems like bolting AI onto that piece that you can’t really do, could inform, because, like you said, you have many customers. That’s a lot of people that you need to communicate to, and a lot of the time just to, you know, keep the service positive. Is just inform and that I you know, we have the exact same experience, and it seems like if we just bolted on AI, on that piece, where it can inform these machine learning information that’s coming through. Say, Hey, this is why it’s late, or this is where it starts. This is why what she’s waiting for something from you, you know that’s going to assist your workload and not having to make all these decisions on you know when to send the information and keep an. On it all the time. So that’s a really good use case there that I know would help a lot of companies.

Gabriela Herrera Piguin  10:07

For sure, if you do without a technology, it’s insane.

Scott Mears  10:13

Yes, I totally agree, and I’d be really interesting as well. How do you currently, today, manage and overcome cognitive overload in your team? I’d love to know, and you know, you don’t necessarily have to talk just in the terms of tech. You know, it’d be interesting to see, you know, part of your culture and how you personally with your teams. You know.

Gabriela Herrera   10:39

This is an important point in operation areas, because, as we know, working the danger of the term as transportation operation the big challenge, because I had experience in other areas as planning, production, planning, logistics, and I know that all the bottlenecks and in the logistics for sure, so we have to maintain the team engaged. But that’s the point how, how we maintain the team engaged? And I believe that be transparent with the team is a good way to make them engaged and with strength and achieve their goals. I used to talk about the priorities of the company every time, because it can change a lot. It can change a lot of times a month, once twice. We change the priority, yeah, or the strategy. And if I’m clear with my team, Hi people, we change it now. We go by this way or this way. The team feel more comfortable to work, more confident we are together in the same the same goal in the same problem. So I like this, this kind of of communication, if I can say like that. And on the other hand, if you have automation and optimization tools that helps the day by day of the team. You can help the team too, to be to make the day easier with less pressure. And one more point that I think is good, it’s difficult to construct, but it’s good is to define roles and responsibilities. If you have this, define it perfect. You are doing. You are working 100% and another people, another area is working 100% we don’t have one doing 150% because another area is doing 50% don’t you don’t have this scenario. So roles and responsibilities are fundamental to have a process defined and working in a good way. And the team engaged with this, I think it’s this.

Scott Mears  13:22

That’s great. And you know, it comes down against that transparency. You were saying in the first question as well. It’s keeping transparent that information to everyone. You know, you’re all in the same boat. We would say in the UK, we’re all in the same boat. We’re all moving this boat together. And I feel the other point you mentioned, it’s simple, but it’s also so true, because so often that people will, yes, they’ll, you know, go into a role with defined roles and responsibilities, but very quickly they will start merging into other people’s roles and go, Yeah, I can do this. Yeah, okay, I can do this. And then all of a sudden, it’s only 60% of their time on what they should be doing. So it’s, you know, people, you know, it’s important to take really think about that last point you made as well, because, you know, keeping an eye on that. And, for example, we use an OKRs program, something that Google made very popular. It’s a sort of goal setting program where all the company it leads down to, all the way to every department, every employee. So you know exactly how you’re impacting the end goal from the CEO. And it’s a really nice way to make sure you’re aligned. And you keep within, you know, we have check ins is, is there something you any sort of program you guys use as well?

Gabriela Herrera   14:43

No, don’t have a program like that.

Scott Mears  14:47

Gotcha more like you, just weekly catch ups of the team, like this. Yes, keeping communicate, that’s great.

Gabriela Herrera Piguin 14:54

Just talking, talking,

Scott Mears  14:56

Yeah. At the end of the day, that’s the most important. That’s the most important. So now I want to sort of discuss where AI and technology advancements are going to struggle to support us, or maybe don’t even have a value in supporting us. So what would you say are maybe some things you’ve seen in supply chain today that work well, well enough, therefore you don’t really see any value in taking it over with technological advancements.

Gabriela Herrera   15:30

I will repeat what I told the last question. I think communication, because we all have problems, no process in our areas. And if you discuss, if you understand the problem, you you can, you can change the scenario. And this part, technology can’t do this for us. We can’t decide with technology. We can’t understand the problem or or finish the trouble. Technology won’t do this. So I believe if you communicate, you and it won’t end, you have artificial intelligence, machine learning, and many things, ChatGPT, you won’t end. And I believe that another point is the data analysis, because the technology construct the this reports, but a great report, a complex report, but to analyze them, the expertise of the process and to read the results is only people can do. So I would say that we need to use a lot of the expertise of our expertise, and it won’t change.

Scott Mears  16:56

Interesting. So you like to leverage the technology to produce the data, you know, in real time, get it in front of you, but when it comes to dissecting that, you’re saying that should rely on a human dissecting the information, dissecting What the what went wrong, what went right, and then collaborating with that team, you’re saying that should always be human, not introducing AI to automate that as much?

Gabriela Herrera   17:23

Yeah, I like this way. I appreciate this process,

Scott Mears  17:29

Yeah, which I can totally understand. You know, with doing it for so long as well. And it’s always the argument, right with the advancements of technologies, how, how human can they be? You know, they’re very logical, aren’t they? And there is a human touch, you know, the service level of getting things on time, that customer service aspect of explaining, you know, what’s going on. Can ai do that? Probably not at this moment in time. So it’s important, I like that you’re still valuing that human touch, but also acknowledging the power of technology. It’s up. I totally agree. It’s that balance. It’s getting that balance right, and I think it’s going to take us time to figure it out. Some companies maybe go too much tech, and some others may be too little, and it may take some time to understand that. And the

Gabriela Herrera Piguin  18:19

I think they are perfect met, you know, technology and human, it’s perfect together together, yeah,

Scott Mears  18:29

Yes, yeah, I agree. And moving forward, I feel this is maybe we’ve covered this a little bit, but with AI being so logical and so cost focused. Do you worry, with AI models being introduced more and more, that they may ignore the service level importance of your supply chain? Because that’s a worry, isn’t it, if AI comes in just focuses purely on the cost, purely on efficiency, and not on the service level aspect, it could make some decisions that may, you know, may disrupt relationships. Does that make you reticent to take on all these models? Or are you just or do you always have a process where you’ll test them first to understand that they’re, you know, not going to interfere with your values and mission?

Gabriela Herrera   19:22

We have two process I call snlp and snoe. You plan and you execute. So I explain both. First, I believe that intelligence, the artificial intelligence, give us a way to work. They show me the reports showed me, oh, this is the way, looking for costs, looking for the best way to work, or what’s what’s important for the company that moment. So it is helpful. And I. I call the tactical planning the perfect one. Cost is everything is right, but when you execute that, you came across different scenarios, production delayed, trackability, a difference on the volume of them, and so you can’t execute as the plan, even if you know that you have costs involved risk, because we have a problem that here in Brazil, you use a lot of road. We don’t use too much the sea to transfer product. This is a problem here in Brazil. We are too much dependent on the road, and it’s more expensive, of course, than if you go by sea, if you go by sea. But sometimes I can’t do the plan, and this is the point, S N O E, so tactical plan, the perfect 1s, N, O, P, when I execute S and o, e, okay, I didn’t execute the plan. But what I have to do to be better, I return it to the plan. I execute it because I don’t have time to return the technology, and say, Oh, I can do that. Oh, I don’t have time. I don’t have time to do that. I have to attend the client. They are waiting my product. So I do my job, and then I return to the plan. If we do this cycle, I plan, I execute, I return to the plan, I believe we can do better next time, and then maybe you will be better in Costas. You’ll be better in performance. But we can’t exclude this execution. It’s not perfect. I can’t I can’t follow the plan 100% and is the point. But I don’t think it put the technology on check, because if I can do this, returning this cycle, I would do my best. I will understand why I couldn’t execute. Oh, okay, let’s talk about that. I have a trick problem. Let’s put this information in the tactical plan, in the technology, and then we do this this cycle. And the process tends to be better, tended to reduce costs. And you have both technology and look to the service level, because I’m executing what’s possible and good, good costs.

Scott Mears  22:59

Interesting, that’s, a really nice summary of an approach of it. And, you know, I like again, how real and realistic you’re being with what you can achieve and not achieve. It’s really good to hear. And you mentioned something about ocean I just want to ask one question about that that I found interesting. You mentioned in Brazil, you don’t use ocean shipments as much. Can I just ask why that is? I think that’d be quite interesting to listeners.

Gabriela Herrera   23:26

Yeah, I believe we don’t have sufficient ships to do because we export, and that’s fine because we use the same ship as all the world. But when we talk about sea in Brazil, and I have to go to the south, the North, for example, or south to the middle of Brazil. We don’t have sufficient for all the companies to use the sea, you know, so. And I have another point that’s important, the process documentation, the loss to use seed is worth too much, difficult if you compare with road, if you goes by road, if you go by road, just have a document, one document. I transfer by sea, I have more than five documents, so it’s difficult. I have the difference only the time by road. Sometimes I I can transfer in four days. For example, when I go by sea. I spend 10 days the customer don’t want, don’t want. Oh, I have this. We have this point too. Here, documentation, lead time, capability, capacity, top ships.

Scott Mears  24:58

Yeah, right. So it’s clear, yeah, there’s a lot of barriers, and just not a positive drive towards that, because you just be adding a lot of time to your deliveries and and quite a lot more process. It’s interesting, of course, is the there’s a sustainability gain, but you know that that is interesting, that it’s not used as much, that it’s good to get that insight. And I know you’ve done a lot of work within data silos, data lakes, and I want to now find out how you identify the ROI of your supply chain. So really, many logistics operations are bogged down by data silos, where critical information is isolated within different systems. And of course, by integrating all logistics data into data lake, capers companies can gain a holistic view on the entire supply chain. Really help to optimize on time in full performance. So really, can you share how centralizing data into a data lake has boosted your OTIF performance? I think it’d be great for listeners to hear this for the especially for the ones that haven’t fully integrated all the data silos. Yeah.

Gabriela Herrera   26:22

Scott, maybe I couldn’t say that data lake improves my OTIF performance. And I will explain why. There are many variables that impact the on time in full product, the credit of the customer, the industrial the logistics. So it’s difficult to say that if you use the data lake, you can improve this performance. I can tell that if you use a data lake, we can centralize information. And if you do that, each area that are involved with own on time in full can see the same number and the same problem. Oh, you don’t. You don’t. Are on time in full because you don’t have truck, because you had delayed production. But it can resolve the problem. You understand data lake can show us faster than another Excel report, you know, but I don’t believe it can solve it can solve the problem. So use data lake, and it is very helpful to have updates faster than other form. But we have to act. We have to understand the problem that data lake helps, because these two generate reports for us, but we have to act in some time, understand the process and changing some contractor if necessary. So I think it’s uh, zapless we use, and it helps, but not on process, no.

Scott Mears  28:21

So, yeah, so what you’re saying is it, it’s given more context to the problem in front of us. It’s more transparency with everyone knowing and it seems like it’s giving you that faster decision making process. But of course, it’s not dealing with the problem. It’s just, it’s just quicker transparent information all around so there is a positive drive, but it’s not going to cure it. Yeah, we need that magic wand again, I think.

Gabriela Herrera   28:52

Yeah, I think I would love. Because on-time and in-full is a complex term.

Scott Mears  29:02

Yes, it’s a lot of moving parts. And I would love to also know how have you successfully led teams through the transition to new data practices, especially in overcoming resistance? Because, of course, you know when you’ve done process in a way for so long, and with the introduction, technology is always going to be logistics by some, sometimes, most. How have you navigated that? Because you guys, again, I love that. We’ve been talking about AI machine learning going into data lakes. You seem to be really taking on the technology advancements. You know, I speak to a lot of companies on this podcast, and they talk about it, but then they’re not actually doing it. So it’s it’s really great to hear you’re really involved with all this, these advancements in technology. So I’d love to know how you’re leading your teams through those transitions of the data practices.

Gabriela Herrera   29:56

I believe the big challenge here is to show that these IT facilities, if I can call like that, exist to improve our daily lives, making projects stronger smarter, and to reduce our routine time. But people are afraid of that. I don’t know why I think, if you think about the people that don’t work with that or don’t know how to use this technology, they feel afraid of losing their jobs. And I can understand because people used to work, yeah, but I used to say that if you are a person that have skills on analytic data, and if you know the process, if you have knowledge about some process, you successfully will waive the surf technology, because we have people that started to do this, like data engineering or data scientist. They start to do that. They start to construct their things. But my concern, I need people to analyze them. So if you have these skills, you don’t need to be afraid.

Scott Mears  31:30

I think it’s important that you’re mentioning these, and people take them on board as well. Because again, the people who are reticent to evolving, it’s like anything if you don’t evolve in any part of life, things are going to transition. Things are going to evolve. It’s not just siloed to supply chain. So, you know, it’s good to hear you speak positively about it. And I want to move over to UI for a moment, because we at Rome be you know, we’re always pushing really the value of real time visibility of all your shipments and assets and giving you very integrated important alerts at the right time so you can know and take action on on your shipments and assets. But of course, if the UI is not really responsive, and just getting the right data points at the right time to the right people, it can be quite challenging for people to engage with it, because, like you said, we have very little time supply chain, the fast moving, fast moving industry. And if that UI is not there to equip you with the information I need in that moment, a lot of people just disengage. They just go, Ah, it doesn’t work. It doesn’t work. I don’t have the time. So with the solutions, and you don’t necessarily have to name them, only if you feel comfortable to but with the solutions you’ve adopted, do you feel that the UI allows you to grab that data that you need in order to report on your weekly meetings, to understand the ROI or are you having to spend a lot of time in trying to dissect and digest information to order to get that Information? Oh,

Gabriela Herrera   33:17

it’s very easy. I work easy, very easy. Since I work I use it to construct a graph every time I had a meeting, then pick up some reports. It was very difficult. I used to spend hours doing my presentation. Nowadays we have online indicators. It’s fantastic. No, because you have the artificial intelligence that put my reports updated online. It’s online. So if you invite me to a meeting tomorrow, tomorrow, Saturday or Monday, okay, I’m not worried about that, because I open my indicators, my final I will see, okay, everything’s fine. I will understand if I have a problem, just to to prepare the speed, you know, but I’m fine. I don’t have to construct anything. It’s wonderful because I have used this, I can use it this time. Other things we construct here, I don’t know if you, if you listen about that, the BSC, balance aid scorecard. Have you ever known? Yeah, now it’s like a panel that we put the most important goals that we have to achieve, and we use three colors, green, yellow and red. If they are green, I’m perfect. My work’s done. I just look and. If it’s yellow, it’s expectation. I will look every day if it’s going down or it’s going up, and if it’s red, I say, oh my god, let’s look at that. I have a problem here. If I have a 10 goals, two goals, it doesn’t matter. On time in foods, I go here, so I look for that every day. And these balanced scorecard have many benefits, because you can see all your goals. Is a visual pineal it’s beautiful. You can show to the manager, to their to the director. It’s easy to understand, to see, how is the operation, how is the performance of the operation? So it’s very nice. I like a lot, and if we didn’t have the technology, wouldn’t be possible, because it’s online. It’s updated every time. I love, I look every day to my BSC.

Scott Mears  36:08

That’s That’s great. That’s so good to hear. You know, it’s really refreshing to hear that the UI is there and supporting you to get that instantly. You’ve gone from that time of trying to build out those decks over days to now, just being able to quickly download those reports and and present it within this traffic light, yet a green, yellow, red, I think that’s really interesting. Actually. I think people should go away and actually look into this, because that’ll be a great, engaging way to present on your week, on your weekly meetings, and sort of moving to the future for a moment, is for you, what challenges or even processes do you expect to see overcome by technological advancements in the next few years? It’d be interesting to get your insights on this.

Gabriela Herrera   37:02

Oh, I would say about two points as supply chain and something about logistics specific. Yeah, when you talk about supply chain, I would say something, we have to advance on a distribution plan, because imagine we have a lot of plants, of industries, a lot of warehouses, a lot of customers, and I have to look to the costs, to the planning production, to the datas, to the customer society. So we have many variables that’s impossible to look, to put on Excel and decide what to do. And we have more. We have all of them, of that, that I said, and we have the model, as I told you, I will go by road, by sea, by train. We don’t have a lot of train in Brazil, but we can do a little bit. So you have to decide about that. And I don’t feel comfortable we use the artificial intelligence, but I think we have to explore more of that in this distribution, because sometimes now I decided to put from the plant to a warehouse. But then one week after that, I moved from the warehouse to the client that was near to the plant. Said, Oh my god. Why I did that? So we don’t see clearly what to do. You know, the time of the things I think you can improve that. I don’t know how. Yet, we are studying people from technology. Are studying, how can we do that in a better way? And when we talk about logistic operation, I would say that could be these new apps that we have, like chatGPT, power portals, these things, because we have a lot of communication here, by email, by telephone, because in logistics, we have to talk about talk with suppliers, transport, logistic, operation, customer, production, demand, and we have to align everything every time. So if you can put everything in this app like portals, everyone will see the same information, because it depends. It’s different from machine learning. We can’t use machine learning in this case, because it’s routine. You know, is everything, every day is changing. Is different, another product, another truck, so it is necessary. Be a more easier tool, you know. So these apps will help us to communicate everyone. I want to call to transport, and then, okay, and then I call to customer, no, I will put there the transport my supply will tell that we will write that, okay, I will drive in to the client, and the client will see wonderful we are constructing here. It’s a big project, but I believe it works, and it will be very helpful to our routine.

Scott Mears  40:40

That’s great to hear. Again, the theme that I’m getting from your answers is, you know, embracing the technology for the next few years, hoping that it will assist with your processes. But again, it’s going to need that human touch, and it’s going to need that human part in every angle of it. And it’s just great to all together. You know how much you’re embracing as a supply chain leader. It’s really great. And I would, I would now love to go to our fun little segment, our thumbs up thumbs down segment. All I’ll need you to do is give me a big thumbs up or thumbs down, and if you could just give me a yes or no as well. For our audio listeners, I’m just gonna ask you quick fire six quick fire questions and see what you have to say to them, whether it’s a big thumbs up or thumbs down. Does that sound okay?

Gabriela Herrera Piguin 41:31

Okay, let’s go.

Scott Mears  41:37

Number One. Are carriers fully transparent about their sustainability practices?

Gabriela Herrera Piguin 41:44

Yes,

Scott Mears  41:48

is cognitive overload a major cause of mistakes in supply chain.

Gabriela Herrera Piguin  41:54

No.

Scott Mears  41:57

Do you currently rely on any manual processes that you believe technology has not yet been able to improve effectively?

Gabriela Herrera   42:05

Yes, for sure, the drivers.

Scott Mears  42:10

Is the chemical industry slow to adopt new supply chain technologies?

Gabriela Herrera   42:16

could be me, though, because if you have money. If you have money, fine, perfect. If you don’t have too much money to invest on a good technology, no. So depends.

Scott Mears  42:32

Understood and I think we’ve learned clearly from this episode, you absolutely do get involved with the technology, which is great, great to see. So showing that the chemical industry does really take advantage of the technology out there. Yeah, does current logistics software adequately meet your daily needs?

Gabriela Herrera Piguin  42:53

I believe yes, we have to improve something, as I told in the last question, but I believe they it’s really better than five years ago.

Scott Mears  43:05

Great. And I hope I say this word correctly in this next question, is Brazilian Churrasco the best barbecue in the world?

Gabriela Herrera Piguin 43:14

Ah, yes.

Scott Mears  43:19

That’s great. I Okay, yeah, you must. I’ve got to admit, I’ve, I’ve tried it before, and is it is great. I’ve never tried it in Brazil, so I’m sure it’s way better in Brazil.

Gabriela Herrera Piguin  43:34

Exactly here in Brazil, it’s good. We really appreciate.

Scott Mears  43:41

I can’t wait. I really can’t Well, it’s been a great episode. Gabriela, I really enjoyed having you on, and I know the listeners and watchers will enjoy it too. Just if you could let the listeners know, where can they find you. Is there any interesting projects you want to let them know about? Please just let us know where they can find you. If there’s anything you would like to let them know?

Gabriela Herrera   44:02

Okay, you can find me on LinkedIn, Gabriela Herrera Piguin , and when I talk about projects, I would say that we are studying blockchain to do some payments in logistics. That’s another trouble in our area, and these apps to use to reduce the communication in our routine, I would say that the new projects on the way, and that’s it. I really enjoyed our podcast.

Scott Mears  44:34

Thank you so much, and I very much enjoyed it as well. And I must admit, I’ve done a lot of these, but you have really shown the adoption of technology can have such a positive impact. There’s a lot of people that will talk about the technology and, you know, looking forward to but you have proven today that you’re taking on now even blockchain, we didn’t even speak about that. That’s really exciting, you know, really pushing the chemical industry forward. So that is so good to hear. I thank you so much for coming on to the episode today.

Gabriela Herrera Piguin  45:04

Thank you, awesome.

Scott Mears  45:06

We’ll give the listeners a little wave together and just say goodbye.

Gabriela Herrera Piguin  45:09

Goodbye.

Scott Mears  45:11

Hi. My name is Scott Mears, and I’m one of the hosts of the Supply Chain Tech Podcast with Roambee. On this podcast, we talk to supply chain heroes from around the world about everything, ranging from the disruptions related to supply chains, their personal experiences with tracking technologies, strategies to build resilience, and much, much more. We already have some recommended videos for you to the side of me, and if any of this sounds interesting to you, do subscribe to our Youtube channel and hit the bell icon so you don’t miss another Roambee video. I’ll see you next time you.