Beverage distributors operate in a landscape marked by diverse customer profiles, ranging from small retailers to big box stores, restaurants, and bustling bars. The cornerstone of success in this dynamic industry lies in exceptional customer service, a factor that not only fosters growth but also enables effective cost management, supply chain agility, and adaptation to fluctuating demands. As distributors grapple with these challenges to sustain profitability and competitiveness, a game-changing solution is emerging: the on-demand workforce, providing the much-needed flexibility.

Expanding production capacity typically focuses on upfront investments in facilities, equipment, and recruitment; however, that’s not always wise in a volatile economic environment.  Even in a favorable economy, months pass between incurring costs and realizing benefits, and with changing market conditions that can be even longer.  Many businesses are unwilling to take the risk to grow, or simply can’t afford that level of capital investment. 

I’ve had the opportunity to work in both well-established food and beverage companies that have been around for many years and also, I’ve worked in various automotive startups.  In both capacities, I’ve always been on the production side! Production is fast moving - it’s assembly lines, equipment, materials, and people! It’s been a pleasure to energize and ignite teams to persevere and break records consistently - driving team members to truly band as one and work cohesively to make it happen, day after day. And if there is one thing my experience in manufacturing and logistics has taught me it is to always prepare for the unexpected. While strategizing and working to ensure your plan is solid, it’s critical to understand that there will always be something that will pop up. Agility and Flexibility can often be confused, but both are important to driving success in Manufacturing, Logistics, Warehousing, and the whole supply chain.  It all starts with winning the day which starts with winning the shift and that means winning by the hour. I thought I would share how I came to appreciate the impact of agility and what I took away as three key lessons to always ensure I was prepared in an ever-changing environment.

 Flint Michigan is a principal figure in the US automotive history books, and it is also my community of origin. The businesses and employees from the community have given a great deal of themselves to get the industry to where it is today. Growing up in Genesee County, I was indoctrinated into auto manufacturing at an early age. Relatives, parents of friends, spouses of my teachers, the retired neighbors; everyone was connected to the industry and influenced my curiosity for manufacturing. Coupling this interest with a Supply Chain Management from the big in-State university provided me with the opportunity to start my career with a Fortune 100 construction and farm equipment company. I spent 7 years working in various supply chain, purchasing, and manufacturing roles. I experienced multiple disciplines across multiple sectors in an industry that is heavily influenced by growing, planting, harvesting and construction seasons. Moving back ‘home’ I signed on with one of the big 3 auto manufacturers, furthering my understanding through roles in supply chain, global allocation, scheduling, inventory management, production system implementation, launch and operations management. I bring a solid foundational understanding of the entire value stream at Veryable.

When you think about supply chain management, you'd be forgiven for picturing lines of trucks, spreadsheets, and some serious-looking folks in suits. But what if I told you managing a supply chain is more akin to riding a wave on a surfboard?

In the ocean of economy, disruptions are those big, gnarly waves ready to wipe you out. If you're not prepared, you're going belly-up, my friend. But if you've got the agility of Kelly Slater and the resilience of a rubber duckie, you'll ride those waves like a pro. So let's wax up our surfboards and dive into the world of supply chain resilience, dudes and dudettes.

In today's fast-paced and uncertain business landscape, companies must remain nimble and adaptable to survive. This is especially true during periods of economic downturn, where challenges and uncertainties can arise at any moment. On-demand labor, demand forecasting, and downcycle agility are all important concepts for businesses looking to stay competitive in today's rapidly changing economy. With consistent changes in consumer behavior, companies are under increasing pressure to be agile and responsive to shifts in demand– especially when it’s slower than usual. Read on to learn about how to keep things rolling when demand slows down:

You’ve likely heard the forecasts  of an impending recession. Some people might even have warned you of the possibility of a depression. We’re in no place to make a judgment on whether or not these predictions will come true, but we do know what you can do to prepare, just in case.

Flexibility and agility are two words that are often used interchangeably, but there are important distinctions between them. Knowing the difference can guide how and when you focus your time and energy to strengthen your business.

The next evolution of manufacturing will be true “lot size one” and will respond in real time to customer demands. Real-time agile manufacturing will require new approaches to production, including how labor capacity is managed, how production occurs (i.e. additive manufacturing, asset-light manufacturing), and how the supply chain is arranged (i.e. decentralized manufacturing).

Most operations leaders know that service is the number one differentiator between suppliers. If you can consistently deliver on time and in full, you will win customers. On the other hand, if you can’t do those things, don’t hold your breath waiting for new customers and don’t expect to keep the ones you have for very long.

As a General Manager or Operations Manager of a manufacturing plant, warehouse, or logistics/supply chain company you understand the importance of human capital. You also understand that in a low unemployment economy that finding and retaining talented individuals is challenging. In addition to turnover, nonproductive time, absenteeism, overtime, etc. all make it very difficult to drive productivity improvements in a competitive environment that is evolving rapidly.