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The Responsible Supply Chain Show is a must-hear podcast for insights and strategies on building ethics and sustainability into global supply chains. Each episode delves into the challenges and opportunities businesses face as they strive to create more responsible, transparent, and environmentally friendly supply chains. From innovative sourcing and trade disruptions to reducing carbon footprints and combating modern slavery, we explore the critical issues that define the future of global commerce.
Welcome to the responsible supply chain show where we explore the world of responsible sourcing and resilient supply chains. I'm your host, Justin Dillon. And in each episode, we'll dive into real stories from some of the world's best business, government, and thought leaders protecting people, planet, and profits. Let's get in. Episode 20.
Justin:I'm, we're in the we're in the two o's. I'm I'm very happy about that. Thank you to everyone who has been listening. And, when we started this, it was just a let's just throw a line in the water, see what happens. I continue to meet people that are listening to the show.
Justin:And if this is a show that you like and you're getting something from it, please hit subscribe so that we can find you when it comes out and, you know, help a brother out. Tell some people. Today's guest is Sherry Hynish. Many of you know her as the supply chain queen with air quotes. That's a big title and she fills it.
Justin:And she advises Fortune 500 companies, governments, nonprofits, and tech startups on sustainability strategy, AI, tech, and ecosystems. I've known Sherry for a while. She's had tours of duty at IBM, countless others. Not only is she incredibly smart and knowledgeable, she's a practitioner, which we'll get into why that matters, and she communicates well. She is one of those, you you understand why she is so, popular and knowledgeable and is a go to source for information around supply chains when you meet her and you are about to.
Justin:Full disclosure, Sherry and I have worked on projects and even written a white paper together about supply chain resilience, which, she reminded me of. I actually forgot about it. But apparently, it's aged well, unlike many white papers. Does anyone actually really read white papers anymore? That seems like white papers are just like, you know, kindling and paper for AI to just burn up and regurgitate.
Justin:I I have a hard time reading technical material. There, I said it. That's probably why I was a C plus student and my teachers didn't really like me very much. Wasn't all teachers, but there a few. The truth is I tried.
Justin:I just don't learn that way. I just don't learn by just regurgitating, memorizing and regurgitating. I read five times more audiobooks than physical. That sounded like a flex. I learn more by doing, actually.
Justin:Ironically, I was actually invited back to speak at my high school and my college, which might have felt like a I showed you I'm not as dumb as you thought I was. It didn't, I didn't carry that with me. I think what it was for me, going back to places where I felt like I failed, it taught me was that people learn differently. And that there really are kind of two different types of people in the world. There are thinkers and doers, and I kind of fit more in the doer.
Justin:Theorists and practitioners. People just hold knowledge differently and they express that knowledge differently. And to be clear, we need both. But sometimes theorists try to come across as practitioners and that's where you create a lot of waste in organizations. Consultants are by definition theorists, you know, advisors, strategists, which obviously have their place in the marketplace, but the promise of AI is already starting to disrupt this vertical of business.
Justin:And this is exactly what Sherry and I are going to get into. We're also going to get into what sustainable supply chain management looks like in the New World Order. That's right. The New World Order. This discussion was recorded during the week of World Economic Forum, which was focused solely on the new world order and supply chains, once again, were a primary topic of discussion.
Justin:So let's get into my interview with Sherry Einish. Sherry, so good to see you again, my friend. Where am I finding you today?
Sheri:I'm actually at home today. But, yeah, it's so great to see you, Justin. Good. Friend of the Supply Chain Revolution podcast. We've worked together.
Sheri:We've partnered together. Thick this is like a full circle hug for us.
Justin:Yeah. Full we we thick as thieves. One day, we're just we're just gonna have to just break the glass and just start a band. Just just get over. Stop playing around.
Justin:Just just do what everyone's demanding all over the world that Sherry and Justin start a band together. I'd be
Sheri:I thought you were gonna say start up, Tech start up. Start up a Start up a band. Okay. I'm in. It's not too late.
Justin:We can still make it. You know? It's just it's a
Sheri:whole new world. Absolutely.
Justin:That's not what we're here to talk about today. You seem to see around walls and are able to articulate that correctly, and you've got a track record for it, and people trust you. Some of the biggest brands in the world trust you to do that, so we're grateful. We, the collective, all five of us who listen to this podcast are grateful for my mom's in that. We're grateful for you to be here.
Justin:Hi, mom. Yeah. We're grateful for you to be here for this. So I thought we'd kick off with probably one of our favorite, easy punching bags to talk about. It is the time of year for the World Economic Forum, and you've been.
Justin:I've never been invited. I don't get I'm not safe in those rooms. But you've
Sheri:I don't know that I am either.
Justin:I'm pretty sure you are. You're you're you're you're prime material, but you've been several times. For our listeners who don't know what World Economic Forum, otherwise known as WEF, is, maybe you can explain it a little bit. And then I noticed a a post that you just did talking about how they just released their global risks report, which I think is gonna be really important to understand how World Economic Forum is being is is kind of positioning the world of risk, which that seems to be talking about. So maybe you could talk a little bit about that.
Justin:But first, tell us what World Economic Forum is, how bougie it is.
Sheri:Well, so WEF is a convening forum, there are a lot of these, especially at the intersection of think about trending world topics, current state, future paradigms, and convening business, government and policy, a lot of the big technology firms, and sort of the who's who of the C suite in particular, including the investment community, go to Davos every year, happens mid January. It kicks off on January 19, I believe. It is an interesting forum. So my opinion of events like WES have evolved over the years. I do think there's value in convening these folks together.
Sheri:And anytime there's an opportunity to get decision makers in the room, and we all know about how important policy and government is right now, the state of the world, which I think we're gonna get into. It's important that these forums exist. Are they disconnected from what's happening on the ground? Maybe. Are they disconnected from the reality of the common folk and people who are struggling with issues that aren't esoteric and maybe aren't front of mind?
Sheri:You know, we're gonna talk about some of those topics today, but does it feel like detached, kind of like not capturing the pulse the communities and the communities that we serve as supply chain and sustainability leaders? Yeah. Yeah. But they have great thought leadership. I'm not, yeah, I'm not poopooing Pooping Yeah.
Justin:We've got all the punching bags, like flying your jet in to talk about climate change. Like those are all the easy targets, right? That doesn't seem to, no one seems to care about that anymore. We're past that. But people still listen to WEF.
Justin:And most importantly, decision makers listen to WEF. And they just put out this risk report that you've got some commentary on about what's near term risk and what's what WEF considers to be ten year out risk that people are paying attention to. I thought it was really interesting. I'd love to hear your take on those two columns. And we'll try to, we'll put the resource up for people listening to the podcast, but maybe you can walk us through that.
Sheri:Yeah, amazing. And you've already highlighted some of the more short term, typically two year horizon versus that ten year, I would even say, three to ten year horizon, which hasn't changed obviously because we only have one home, we're on it. But what's interesting and what you teased out was in 2022, it really was a landmark year for the WEF Global Risk Report. And Justin, I think we were partnering then when I was at IBM and we actually wrote a really cool white paper that folks still, it's still, you know, it's out there, but like, it's interesting because people are just now starting to think about human rights as a leading indicator for supply chain decarbonization. And what's changed between 'twenty two and now, it wasn't the science, it was the geopolitical environment, it was regulatory fragmentation.
Sheri:So think about the acronym soup of ESG reg frameworks and the start stop, it's here, there's momentum, wait, yeah, we're pushing the brakes, trade wars, tariffs, industrial policy conflicts, like these things, these topics all shape how companies make decisions today. Again, they have to be somewhat profitable to stay in business. And even though that long term value is still going to be dictated by ecosystem resilience, climate stability, businesses can't succeed in societies that are failing. It's really like a WTF moment for a lot of us that have been in this space for a long time. It's a dual reality because it ends up feeling like it's climate versus geopolitics.
Sheri:And we shouldn't be thinking that way.
Justin:It's a poor framework. Yeah. And it seems like to your point, the acronym soup of ESG, DEI, all the rest of it, got thrown into partisan politics, a broken apart political football. And I'd love to get your take from behind the scenes. Are people still doing the work on these issues, or is it because it's obviously not the headlines, right, and it's not the near term goals anymore?
Justin:Are people are companies still doing the work on this?
Sheri:This is such an emotional question for me.
Justin:I'm sure because you work on it. You're you've you've fought for this.
Sheri:Yeah. I there was a lot of momentum that build from, like I said, 2022 was really a breakout year, breakthrough year for sustainability and, of course, responsible supply chains. And I had a lot of momentum in 2024, specifically with a few marquee clients that had the ability and the platform to really make a difference in the world. And I think, to your point, the work is still happening. The language that's used has changed, especially for a lot of the big tech firms.
Sheri:I think there is political backlash and a bit of fear around talking openly about these topics. And I knew you were gonna ask me this question, and I really thought hard about it. It it it kept me up last night.
Justin:Alright.
Sheri:Because I'm at a point in my life where, you know, I've lived more life than I have left on this earth.
Justin:Okay.
Sheri:And so it it pushes me to really challenge who do I wanna be right now? What do I stand for? How am I using my energy, my time, my talent to have the most impact to create a world where we can all thrive? Nature, society, business, technology, our kids. And I think there are a lot of companies out there that still have hope.
Sheri:They still believe. They are still purpose driven, but they are absolutely skating a line between being able to keep the proverbial lights on and keep folks employed and stay in business and still get the type of funding that they need without it being politically charged. So there is a nuance in the hush. The nuance is we're talking about sustainability, circularity, the morality of being like an enterprise. The words are different: Decarbonization, circularity, a lot of the transitional words but with a different flavor.
Sheri:Am I a fan of that? It's a mixed bag.
Justin:Well, I mean, who cares if the language changes? Would it I don't
Sheri:know that I feel that way anymore, though. I used to We
Justin:gotta we gotta go full Hemingway, like, kill your darlings. Like, who cares about your words? It's about what's communicated and what's done that matters. And I think the whole is it green hushing? Is that a term now?
Justin:Like,
Sheri:know, I've washing, green hushing.
Justin:Yeah. I mean, that's all just that's all just schoolyard talk. Right? It just seems like every great movement hits walls along the way. I think it's what make movements makes movements great is the hitting of walls.
Justin:If you watch what doctor King did and and his his popularity at the time of his death was not what people think it was. They think he was just crushing it. He was not crushing it. Like so it's it's hard when you're a practitioner inside of a movement because it can it can and does, it can't not feel personal. But we are part of something much bigger that goes beyond the extent of our lives, whatever we have left.
Justin:Yeah. It's, and you've you've put and and I think it's important for people listening to this podcast. It's like there are people out there that are fighting the good fight, and it's not an altruism. It's not a better than. It's just like just you're you're fighting off of conviction and your belief that business can not be better but do better.
Justin:Is am I is that the right way to say it?
Sheri:Absolutely. Absolutely. And I think the other thing is that matters. And I I understand your point of view. I absolutely respect your point of view around words are words, but actions speak louder than words.
Justin:Oh, 100%. Yep. 100%.
Sheri:We are in this. I think, for folks who can't see the background, who are listening via audio, there's a picture of a rebel, and there's also the universal sign for love on my background. And when I thought that was rebels.
Justin:That's that's love. I thought it was always black sabbath for me. But
Sheri:Yeah. It Okay. That works. Also, a favor
Justin:plus. Yeah.
Sheri:Yeah. Yeah. Yeah. Yeah. The the the rebel is really the architect of change.
Sheri:And when you look throughout history, they've been revered as the sinner and the disruptor, but then also the saint. So it's a very beautiful dance of intention and that you show up as you are, you have the hard conversations, you don't give up plus plus plus. You're in the trenches with your knuckles in the mud. We talk about words being used. You know, if you don't give truth and power in the words that you speak, it can feel slightly inauthentic.
Sheri:And as I've gotten older and I have been exposed to really large transformation and large brands, no enterprise or brand is perfect.
Justin:No. Of course.
Sheri:Human is perfect. Mhmm. And so I probably give more grace than I used to, and I also show diplomacy more. Yeah. So it's it's it's complicated, Justin.
Justin:Well, look at us. We're growing up.
Sheri:We're growing up. Let's see what I diplomacy with That's right. Look at it. Rebel rebel graffiti artwork in my background.
Justin:Right. Well, it it reminds me of something when I used to work in the arts of this concept of dead artist syndrome. Dead artist syndrome. The idea that the work becomes more valuable when the artist is no longer around to take credit for it. And that could be a little bit of a learning of, like and what it does is it just it it ties you in.
Justin:So if you're trying to do something that is going to shift the way the world works, you have to let the work go and not make it about you. Artists who make it about themselves, we can all see it. It's kind of like, you're trying to get something out of it. You're here to serve us and make us see the world bigger as an artist. That is your job in society.
Justin:When I think for if you're trying to change the world, same thing. It's like you just gotta put the work in. So here's my question. Do climate goals still matter?
Sheri:Yes. Of course. Why? I think one of the sticky points here is the nuance between ambition and goals. Mhmm.
Sheri:So ambition is supposed to feel big. Ambition is supposed to be something that is somewhat aspirational. It's supposed to be big enough and I think about longer arms for a bigger hug. Bring others into into the fold where you can really build a ground swell and create an orbit or an ecosystem around that ambition. Bring others like you and people that need to join with you.
Sheri:So that's ambition. Goals, I feel, represents more of the operational pragmatic lens of, okay, how do we achieve it? If you don't have a goal which is measurable, which is manageable, which holds people accountable for do you do what you say you want to do? Mhmm.
Justin:What the hell are we what are
Sheri:we doing? What we we are we are we trying around, like, you know, wanting to be sustainable, responsible, ethical, all the things? Yeah. So goals are really important.
Justin:Speaking of goals, at at at the UN General Assembly this year, as everyone was slowly starting to make their way out of the building, Xi Jinping set some climate goals, crazy ambitious climate goals for China. Setting new goals, right? So part of what I'm interested in is we get tied to these goals that we set, but people are still setting new goals. And I'm really interested in the goals people are setting in this environment. Not the 2015 environment or the 2022 environment.
Justin:But when people set climate goals now, it feels different.
Sheri:When It is.
Justin:When he was setting that goal about reducing emissions some crazy amount, what is unique about this is this is structural goals. Yes. It's it's it's drawing down emissions, but it's also drawing down the use of energy, which they desperately need to because everyone is after. So now we have this, like, ambitious, this is good for the world, also good for commerce and for and for state. That's what goals feel like.
Justin:That goals are being set now or less about ambitions and more about, like, yeah, we can measure this. We can manage it. Also, every year we hit, our organization or our country is gonna be doing better. Any thoughts on that? Yeah.
Sheri:I I think you're spot on. And you the context has changed. So you mentioned structure. It's more structural. And what how I would interpret that, and I I'm, you know, in the background thinking about client work over the past five years.
Sheri:It's gone from sustainability as a business unit or even as more of a philanthropic CSR. Maybe it's aside from a business performance to being incorporated into financial flows and modeling. And obviously, energy, water, waste, a lot of the topics material utility, a lot of the topics that are near and dear and very familiar for supply chain procurement and operations folks, this is your moment. Mean, Augusta in New York Climate Week, September 2025, I did not enter a single room where supply chain wasn't front of mind and topics that everyone wanted to unpack and uncheck. Yep.
Sheri:I think to your point, what's happening now sustainability performance management is being embedded on the desk of the CFO and part of her or his goals. And that includes, you know, renewable energy, waste waste management, optimization, incorporating any technology spend at the desk of the CIO or senior most IT folk. They are looking at how do I embed something that might have been standalone or cobbled together with Excel worksheets. How do I embed that into any IT or technology spend and modernization of ERP and also reaching further back into the supply chain or across the value chain.
Justin:Yeah. It's
Sheri:So I see those as new buyers. So it's not just supply chain, CSO. It's CFO and CIO.
Justin:Who you need in the room if anything's going to get done. You need the CFO in the room. They're the parent in the room. Right? Right.
Sheri:The parent in the room. Well, every job is a sustainability job. Right.
Justin:And and increasingly, every job is becoming a supply chain job because what you're looking everywhere where you can for and and this is this is just it. This is my whole point about words is is if sustain if cost savings, energy efficiency, these buzzwords, parse as sustainability but don't have the sustainability label, who cares? If it gets done, my whole point of if it's if it falls under the the checkbox and the achievement of we saved a bunch of money because we reduced our shipping lanes and we we saved much more money on our data centers, which we're gonna talk about in a second, It just seems like it gets done, and and the attention to energy is at a fever pitch now with data centers going up claiming to take what what in America, they're claiming it's gonna be 6% of all energy. If you were head of procurement right now, you've got a sustainability team who knows a ton about energy, and you're trying to figure out how to save this save money. How would you bring the sustainability team in through the with the one goal of save Us money, save Us energy?
Sheri:The business case for change is important because it's a door opener, it's foundational savings and efficiency and optimization, including cost savings. And there are other dimensions, eight levers of EBITDA that will get you a funded business case, get you maybe even through the first two years because your internal rate of return was previously really hard to tackle. And now you feel like you're flying high and it's all through the lens of cost savings and efficiency. However, what I've also seen and what I still stand on now, you know, almost a decade later is that never underestimate the power of purpose because why? If you start with why people are doing things, it really can become a bridge of resilience.
Justin:People need to see where they fit in the story. And it seems like what I'm seeing, what I'm hearing from you, I'm hoping I'm hearing this, is that people are starting to see themselves in the story of sustainability, even if their story is part of saving the company X amount of dollars over the next five years. That's a story they can be a part of. It's hard to be a part of a story that ends in thirty years from now. It's very, very hard to feel like you're part of that story.
Sheri:Yeah. And beyond like the classic levers that probably folks listening would understand, it's value. I think that's why I said we're transitioning to a values or value economy because that is not short termism. That is not your classic financial standard of measuring what success Value looks is much deeper. It taps into the human experience.
Sheri:It talks about increased lifetime wages or earnings. It talks about being able to provide a fair living wage which gives folks access to benefits that have, like I said, they create value when we think about sustainable development, access to healthcare, access to education.
Justin:I often say in my Hopeaholics Anonymous meetings that value and values are two sides of the same coin. When you can bring value to a company by distributing values that we all believe, they don't have to be separate. I think it's a poverty of imagination we've adopted in companies that value and values are just like two sides of the business. I think it's just absolute BS. PwC just put out a report that said 92% of supply chain tech investments haven't fully met results.
Justin:Which the tech companies say, the AI companies say, Wait, wait, wait. And it's fair, but come on, this is historic amounts of investment. I feel like we're not being super honest with ourselves about the returns on investment we're embarrassed about how much we spent.
Sheri:Firms typically charge for their time, time and materials. And so you see that paradigm where now it's moving from that billable hourly rate to what value are you creating. And more of a gain share model where if value and outcomes are what you are driving for me engaging you, Mr. And Mrs. Professional services firm or advisor, am I getting on the other side of that that is exponential that isn't just your classic lens of run of the mill, what I would call business as usual transformation outcomes?
Sheri:And a lot of that, I think, to your point, how is it changing professional services firms? This is my motto, less better.
Justin:Because
Sheri:growth doesn't necessarily mean more people. You may have less people who are better skilled, who are able to use AI for increased quality and productivity gains Yeah. Increased volume and output of work to drive value based outcomes.
Justin:What's a good consultant do opposed to a bad one?
Sheri:I try to avoid bad consultants in transparency. We all do.
Justin:Think none of us want them.
Sheri:No. No. Can't speak from the yeah. I can't speak from the perspective of of a bad consultant. I have observed Yeah.
Sheri:And avoided bad consultants. Yeah. I'll give you a real time example, and I'll leave out names to protect the innocent. Also Mhmm. Diplomacy, which I've learned.
Justin:And grace.
Sheri:Used to catcall. I don't catcall now.
Justin:Alright. Well, it does make for a better podcast, but go ahead.
Sheri:Okay. I find it incredibly eye opening and it is just the WTF moment when I am sitting within a supply chain operations practice and we're talking about strategy, and we're talking about the future of supply chain with exponential tech, AI, quantum, digital twins, AgenTik, you know, on and on and on and on. OT, IT.
Justin:And
Sheri:I say just by show of hands, how many of you have actually been an operator, a practitioner, or worked in a supply chain?
Justin:Know. Tell you that.
Sheri:And if you're operating only from theory or only from rinse repeat decks, frameworks, approaches, do you really understand the human experience, the change for long term stability, resilience and value creation that's needed? So when you walk in a room and you show up as a knower and not a learner, very nuanced shift that I think is needed. And so Gemba is part of that. It's the walk of really meeting your client, customer, actor in the supply chain, where they are and trying to really understand what's happening. And it's this world of consulting where we need to be eternal students.
Justin:You know, I'm hoping you can kind of like close us out here in our conversation. I think that so many times we talk about the problems and the process and the transformation, we don't talk about outcomes.
Sheri:I do. There's a client that comes to mind and it's interesting because I didn't know about the brand historically. At one point in my career, I worked in specialty chemicals. That was also a turning point where I was really starting to say, What do I stand for? The company that I work for has to represent the type of future and want the type of future that I want for everyone, for my kids, a future where everyone can thrive, including nature as a key and central stakeholder.
Sheri:The reason I mention this is because this client in particular has a really bold vision for how it plays a part in transforming the world we share. This company in particular really stood by their values, their commitment to what I would call decarbonization, being a steward of sustainable and responsible materials. I continue to be really impressed how the CEO shows up on LinkedIn and in the press and they are not taking their foot off the proverbial pedal.
Justin:And that
Sheri:is Yeah. Incredibly inspiring.
Justin:People with a point of view, not the point of view that everyone wants them to have, the point of view that they've chosen to have are so attractive. Yeah. When you have a point of view, in and out of season, it's just like that's called conviction, and that is who you are. You are an operator with conviction. You are the Harriet Tubman of sustainability in my book.
Justin:Oh, wow. Wow. Put that get rid of that rebel and put Harriet Tubman of sustainability back then.
Sheri:Harriet Tubman spent a lot of time in Maryland, and I'm a Maryland girl. So that's a huge compliment.
Justin:You are truly that. Thank you so much for coming on. I always enjoy our talks and always leave wanting more.
Sheri:Oh, thank you, Justin. It's a pleasure. I'm a fan. And for folks who don't know this, we go back. We've been doing this So for a such an honor.
Justin:Yeah. Thank you so much. This is the one thing, the part of our show where we dig into one idea from our discussion. One thing is clear coming out of WEF, we are now living in a new world order. This post globalized world order has new rules everyone is trying to write and understand at the same time.
Justin:For most of my life, the rules of supply chain management were simple: fast, cheap, good. Or at least good enough: find the lowest cost supplier anywhere in the world, optimize for efficiency, and keep the goods moving. This globalized playbook powered unprecedented economic growth and put previously unimaginable products within the reach of billions of consumers. My access to goods compared to, say, someone living during the fifteen hundreds at the base of the Andes was measurably better. As we've heard from the leaders at WEF, a fundamental shift is underway.
Justin:The supply chains, trade agreements, procurement systems, and technologies that served us well in the globalized era are struggling to meet the demands of what's emerging: a post globalized supply chain landscape governed by entirely different rules. Where the old playbook prioritized cost reduction, the new rules are simple: resilience, control, and wait for it sustainability. Companies that fail to adapt will find themselves vulnerable to risks they can't even see. So here are the new rules to consider for the post globalized supply chain era. Rule number one: Resilience over cost reduction.
Justin:The old supply chain playbook was straightforward: find the lowest cost, whatever it may be. Today, it's about diversifying risk. And the numbers do the talking here. 77% of supply chain leaders are actively regionalizing their supplier networks. This isn't just press release talk.
Justin:It's a strategic shift reflected in major investment decisions. Consider Apple's choice to secure rare earth magnets from domestic sources inside The US rather than remaining fully reliant on lower cost suppliers in China. That's a new rule. Rule number two: supply chains are being weaponized. Supply chains were once invisible cost centers.
Justin:Today, they're geopolitical power levers. China's export controls on rare earth metals served as a wake up call. With control of over 90% of processed rare earths, materials that are essential to manufacturing everything from smartphones to electric vehicles to defense systems, China demonstrated that supply chain dominance can be leveraged for geopolitical gain. The geopolitical landscape just became even more volatile. United States military intervention into Venezuela, capturing President Maduro and asserting temporary control over the country, has escalated tensions with China and heightened concerns about Taiwan.
Justin:China, which has invested over $4,800,000,000 in Venezuela over the last two decades, strongly condemn the action, for obvious commercial and geopolitical reasons. Rule number three: Sustainability is now a structural imperative. This is really important. Sherry and I talked about this. Viewing ESG as a political football was last year's trope, okay?
Justin:It's the equivalent to a dad in his fifties waving his hands saying six seven. In the post globalized era, sustainability is structural to supply chain design and management, and the reason is very simple: energy. The explosion of AI and cloud computing has created an unprecedented energy crunch. Data centers consumed 4.4% of total energy in 2023, three years ago, and are projected to consume between 6.712% by 2028, two years from now, potentially doubling or tripling in demand in just five years. Goldman Sachs estimates data center power demand will surge 165% by 2030.
Justin:This is where supply chain sustainability shifts from compliance checkbox to competitive necessity. 85% of supply chain leaders believe energy reliability will be the next major supply chain crisis. With AI and geopolitical tensions straining energy infrastructure, companies are hunting for efficiency gains everywhere. As my therapist says, two things can be true at the same time: improvement in supply chain visibility and resilience can both be good for business and good for people and planet. Thinking and planning your supply chain with a zero sum mindset is so 2022.
Justin:Thank you for listening. If you like what you've heard here, share with your network and hit the subscribe button. We'd appreciate it.