Implement Lean Marketing with Supply Chain Expert Paul Myerson

Business901 Podcast Transcription
Implementing Lean Marketing Systems

Extending Lean Supply Chain Thinking
Guest was Paul Myerson

Related Podcast:


Copyright Business901


Paul Myerson has been a successful change catalyst for clients
and organizations of all sizes. He has more than 25 years of
experience in supply chain strategies, systems, and operations
that have resulted in bottom-line improvements for companies
such as General Electric, Unilever, and Church and Dwight. He is
currently Managing Partner at Logistics Planning Associates, LLC,
a supply chain planning software and consulting business
(www.psjplanner.com).

Lean Supply Chain and Logistics Management provides
explanations of both basic and advanced Lean tools, as we as
specific Lean implementation opportunities.
Real-world examples and case studies
demonstrate how to effectively use this
powerful strategy to realize significant, long
term improvements and bottom-line-
savings.

This practical guide reveals how to identify
and eliminate waste in any organization's
supply chain and logistic function. Paul is a
leading supply chain and logistics
management expert with consulting,
teaching, training and industry experience.
He combined all aspects of Lean - Lean tools, methodologies,
keys to success, and provides complete coverage of all functional
areas of supply chain and logistics management, to enable the
reader not only to begin the Lean SCM journey but sustain it into
the future, where the ultimate rewards of increased
competitiveness and profitability are attained.


Transcription of the Podcast

Joe Dager: Welcome everyone! This is Joe Dager, the host of
the Business901 podcast. With me today is Paul Myerson. Paul
has recently authored a book, "Lean Supply Chain and Logistics
Management," where he uses his 25 plus years of experience to
provide explanations of specific Lean implementations and
opportunities. Paul, I would like to welcome you. Could you tell
the audience about yourself and what prompted you to write the
book?

Paul Myerson: Sure, Joe. It's great to be here today. My
background - I have a lengthy background in supply chain and
logistics. I've an undergraduate degree in logistics from Penn
State University, MBA in distribution from Temple University. I've
worked with many large companies in the supply chain and
logistics area - General Electric, Unilever, Church and Dwight,
which is Arm and Hammer, worked in Big five consulting with
KPMG. Back in the late '90s, I started my own supply chain
software and consulting business. Along the way, I got heavily
involved in Lean manufacturing, training and implementation, and
some consulting. In the last five to seven years, Lean first moved
into the administrative area. In the last three to five years, it's
moved heavily into the supply chain and logistics area, which is a
great fit.
Around that time period, I came up with the idea that I had used
a lot of Lean simulation games for Lean manufacturing. I thought,
"Well, there's not one for Lean supply chains." I came up with
one. It's now published at enna.com. After I did that, I thought,
"Well, why not write a book on it?" I came up with the idea for a
book. I had some contacts at McGraw-Hill and some other
publishers through my teachings as an Adjunct Professor. I got a
couple offers to write the book, so I went ahead and picked
McGraw-Hill and that's where we are today.


Joe: What I noticed about your background, I thought, what a
perfect fit for a Lean guy. You have been as much of a teacher as
you have been a consultant.
Paul: I have a very diverse background. Through my career,
I've worked in every aspect of supply chain and logistics at the
corporate and at the manufacturing level. I have a lot of
experience in that field. I've also done teaching, as you
mentioned. I've been an Adjunct Professor at Kean University, at
New Jersey City University and a couple others in the past. I've
also been involved in consulting. I've been a practitioner, a
trainer; I actually sell software as well as design it in the supply
chain area. I really have touched on so many areas. I did a lot of
Lean work in manufacturing. As I said, I've started in the last
number of years to actually do it in supply chain and logistics, as
well as Lean office.

Joe: Can we start out with a basic question and define the
commonality and the differences between supply chain and
logistics, just for the sake of this conversation?
Paul: Sure. As I write in my book, there's even in the academic
circles, but certainly in industry, there's some confusion. Many
people will take the definition of supply chain as procurement.
They think of it as purchasing or procurement. Some people will
understand that it includes logistics, in other words, inbound and
outbound transportation and distribution. I tend to like to refer to
it as supply chain and logistics management just so people get a
full feel and don't think it's just procurement and purchasing. In
my book what I did to take it even further, I liked the SCOR®
model, which is, if you're not familiar with that, that defines
supply chain in areas, breaks it up as plan, source, make, deliver
and return. That really gives you a broad feel for supply chain
and logistics. I also include areas that maybe some people might
consider manufacturing, the forecasting, planning and scheduling.
But I include that partially because that's my background, but I

also feel that's part of the supply chain job is to make sure
everything flows and is in sync all the way along the supply chain.

Joe: I think that's one of the big secrets. Let me put it this way.
I think that you can have a great supply chain, if you've got a
great forecast, right?
Paul: Right! Like I said, all forecasts are wrong; you just want to
minimize the variability. I was talking about that in my class the
other day, that's a key thing. Forecast drives an organization in
so many ways -- strategically, operationally and tactically -- at all
levels the details. That's really a driver. To me, that's part of that
supply chain process.
Joe: When we think about lean, we always think about pull. Is
forecasting the pull for a supply chain?

Paul: The combination of forecasts and customer demand are
the “pull”. I became involved in this in the early ’90′s, with what
they call “Quick Response.” which is now typically referred to as
“CPFR” (collaborative planning forecasting and replenishment),
which is basically working with your customers to develop
accurate forecasts by getting to actual point of sales data,
warehouse withdrawals, etc., and using that information to have
a much improved forecast. My thinking is, if you can get your top
20 customers going through some kind of Quick Response/CPFR
program, you’re at least collaborating on the forecast and
improving its accuracy, in addition to managing their inventory of
your products and even placing orders for them.

That top 20 customers could be 80 percent of your forecast. You
could then minimize what they call the “bullwhip effect,” where
things get magnified upstream in the supply chain causing
disruption. You can help to get closer to actual demand and build
that into your forecast and have a much more accurate forecast.
That’s one major step to becoming leaner because we know

inventory is used to cover a lot of things, including variability in
demand and lead time.

Joe: You’re saying the secret to good supply chain is getting
deeper with your customers?

Paul: Right. It’s very important to have an efficient supply chain
which can give you a competitive advantage, and with technology
today, it’s a lot easier to accomplish. These days, you hear a lot
of the terms like “visibility” and “collaboration.” It’s critical to
have visibility downstream in your supply chain towards the
customer and upstream with suppliers. Maybe it’s not a secret
anymore because a lot of people are doing it, but I think some
organizations still look at it as more of a cost center where “our
customer wants us to collaborate or work with them on forecasts
or manage or place their orders for them.” You have to look at it
as a competitive advantage, a strategic choice to go that route to
improve not just your process with your customer and make
them happy, but to improve your process and also your suppliers’
processes.
Joe: The one thing you mention is the customer's downstream.
I've always noticed that in a supply chain, that's the terminology
used, but really shouldn't the customer be at the beginning?
Paul: Well, yes! Basically, that's why, it's like I said, some
people talk about the demand chain. It's all really part of the
same. It's actually the customer buying the product off the shelf
is the start of it, through a true pull system. They use the
example, in manufacturing, of Dell computers being a
mass-customization. That's a true pull system, at least the online
system they have, when you place an order within 24 hours they
assemble and test and ship the product. They have suppliers
located nearby that basically; they talk hours of supply not days
or weeks of supply. That's the ultimate in a pull system, so it's
very Lean.


Joe: I think about it from a marketing perspective -- this may be
a little off subject, but it seems to fit in right now -- I have always
thought that re-shoring and things would happen as a supply
chain needed to be shortened. Part of that is that that philosophy
of getting close to the customer, allowing the options and
variability to be part of the customer demand, meaning that you
have to strategically located resources to respond to that or local,
not necessarily in a sense, but local in the global sense. Are you
seeing any of that? Is there any truth in that?
Paul: I'm not sure I fully understand your question, but I know
operations or supply chain, there are a couple options. You have
demand options and supply options to meet your capacity
constraints, in the case of demand options, to smooth the
demand out. One of them is I know, Proctor & Gamble years ago,
co-located something like 200 employees at Wal-Mart in
Bentonville, Arkansas, to basically collaborate on forecasting.
They basically tried - I don't know if they eliminated, but they
reduced -- they went to every day pricing because heavily
promoting products, you basically create your own bullwhip effect
and seasonality, if you will. Working with the customers, as I
said, to not just predict demand, but actually influence it can
really be a great marketing tool, as well as help you strategically
and tactically in your operations.
Joe: How does Lean enter into all this?
Paul: I take a broader definition of Lean. I think in
manufacturing it's pretty clear what Lean is. It's a team-based
approach to continuous improvement, where you're focusing on
value as defined by the customer in trying to minimize non-value
added activities in your processes -- things that don't add value
to the customer, but actually take up most of your cycle. In the
supply chain area, it's the same definition. Its identification and
elimination of waste or non-value added activities. As they say,


all work is a process, so it's not that much different for supply
chain than for manufacturing, but there are nuances.

For example, in an office, an admin type application, time
between each step in a process... In Lean in manufacturing, you'll
inventory in terms of days of supply as being met with the waste
or covering up for some of the waste. In an office, it might be
dwelt on how long it takes to process an order.
If it takes a full day to go through the four or five steps in an
office and it's done in batches, what can we do? It fits in between
each step in someone's in box. You look at, what can you do?
Why is it being batched? What can you do to get the one-piece
flow, so the orders can come through much quicker? Even if you
just cut off a half hour, it's that much quicker the order can get
out to the warehouse to ship, and you get paid that much
quicker, it can get even greater from one day to a half a day,
that's even a bigger improvement.
It's about continuous improvement. It applies to so many areas
of the supply chain. Historically, companies fought within the four
walls of their manufacturing plant. Now, in Lean Supply Chain,
you look beyond that into your office, your warehouse, your
customers and your suppliers.
Joe: Is it easier to be doing Lean in manufacturing before you
start utilizing it in the supply chain?
Paul: I don't want to say it's easier. It's been done for a longer
time, obviously. But, absolutely, you first want to get your act
together within your four walls of your facility or your
manufacturing process. Historically, they have a thing called
value stream mapping. It's like a process flow map, but in Lean
terms it actually breaks up the value-added and the non-value
added steps in a process. Historically, companies look at from
when they receive material into the plant to when they produce it
and it goes into inventory or ships to a customer. Maybe, at the

most, supply chain was viewed as one little box on that value
stream map as a warehouse, so now, it's expanded beyond that.

Once you get your act together within your four walls, then you
can start looking in more detail at the warehouse at both the
out-product flows through the warehouse, the receiving, put
away, picking, shipping, loading trucks, the routing of trucks, the
information in terms of tracing and shipping, going backwards to
your suppliers, the same thing.
You even have to help your suppliers in terms of training to help
them. If you Lean out your own manufacturing process, and then
you start working with your suppliers, if you don't do it properly,
you're just passing on your problems to them. You're going to
say, "OK, we're ready to now take smaller quantities more often
because we're Leaner," but then your manufacturer, your
supplier, is basically stuck holding more inventory for you. In
some cases, you have to work with them, so that they can
produce in smaller lot sizes and ship more frequently and run in
smaller production cycles.
Joe: Can you incorporate that same thinking that you have with
vendors, with customers, too?
Paul: Oh, absolutely! That's primarily, when we talked about the
CPFR, working with customers, that's how I view it. In terms of
working with customers to be Lean, it depends on what kind of
customer. If your customer is a retailer, obviously, it's a little
different. You can work with them, in terms of their warehouse. I
remember years ago, when I was with Arm & Hammer. This was
early in the quick response business, where we had visibility into
what inventory they had in their warehouse and what their
point-of-sales data was for Arm & Hammer products, we basically
had to place.
You think of a store. They have hundreds of thousands of SKU's,
so they couldn't possibly do a good job managing it. They only

make pennies on the dollar, so we worked with; in this case, it
was a Wakefern Shoprite. We looked into the warehouse and we
could actually see; they had Arm & Hammer products. Some
items, they had a year's supply. Other items, they were out of
stock.
Once we took over, we were able to actually manage it so much
better. We had a better presence of our product. We were never
out of stock. We carried two, three, four weeks of supply. We
were placing the orders before them. In effect, we were helping
them become Leaner and have less inventory, less quality issues,
less out of stock, things like that. It's kind of a win/win situation
with our customer, in that case.
Joe: It sounds like a great opportunity for sales and marketing
people to really expand on by getting deeper with the customer.
Those are significant relationships you build up by doing it that
way.
Paul: Oh, absolutely. Quick response started in the apparel
industry, I think, in the late '80s. So some people are already
doing this kind of thing and they don't need to think of it as Lean.
Again, I take a lot of the thoughts and concepts and things that
have been going on and kind of put them under this Lean
umbrella. But it's certainly a competitive advantage. I think the
key thing is that companies, like a manufacturer, have to think
about and say, "Well, maybe I have to have a few more planners.
I have to create a structure where marketing and sales and
operations work together as a team to go to the customer and try
to sell this as, 'Hey, we can help you manage your inventory
better.'"
It's going to cost you something in the short run in terms of
maybe I have to have an extra planner or have some more
meetings or effort or travel time. But in the long term, as I said,


it reduces that bullwhip effect so your customer gets Leaner, you
get Leaner, and everybody wins.

Joe: Why is Lean so popular in the supply field? There are
Theory of Constraints, Demand-Driven planning but Lean seems
to be the popular methodology out there.
Paul: As I said, I think it's relatively new in supply chain in the
last, let's say, five years where it's taken off. If you think back,
historically, the term "supply chain" didn't even come about until
the early '80s and that was a result of, if you remember the '80s,
that's when U.S. manufacturing was drying up and people were
outsourcing both manufacturing and if not the whole
manufacturing process but supply . Their outsourcing ended up
getting materials and components from South America, China,
Asia, etc. That made the supply chain much lengthier, complex.
Around then came the '90s and you started getting
tools -- ecommerce and the Internet and ERP systems -- you
started getting tools to help deal with that complexity but still
there's a lot of waste in that process. There's a lot of risk in it,
too.
I think people see that historically it's an opportunity, because of
that, to improve it and make it better. That's one aspect of it, I
think. That's why it's become more an area that you want to
focus on.
Just in general, if you think about it, most companies,
manufacturers, their supply chain logistics costs are 50 to 70
percent of their sales dollar. So that's the natural place you look
for to reduce costs.
But the thing is, people have always focused on cost and they
only get so far. If you use the Lean perspective you go beyond
just cost and you start looking at the processes and what adds
value to the customer. You end up, maybe, with lower costs
because you have a more efficient supply chain with less waste in

it. But instead of just focusing on cost and negotiating a lower
and lower price where you get to a point where you just can't get
more blood out of a stone versus if you look at the process and
try to take the waste out of that you can make some radical
improvements.
Joe: I probably have a lot of listeners that are familiar with the
“Theory of Constraint principles." Can you tell me how a Lean
supply chain might be a little different then... or what you talk
about in your book is that any different than the drum, buffer,
rope of the Theory of Constraints?
Paul: I think you can apply it to that. With Theory of Constraints
you look at bottlenecks and that limits your capacity or
throughput. I think you have to look at your supply chain the
same way. There might be a bottleneck. The bottleneck might be
how many vehicles you can get and if you have your fleet, or how
much throughput you can get through a warehouse and, well, I'm
at capacity with my warehouse so that's kind of a bottleneck. So
most people think, "I need to expand my warehouse or move it
into another area or rent out extra space or what have you"
instead of saying "Why do I have so much inventory in the first
place?" because if I go to that warehouse most of its sitting there
for quite a while.
I think you can apply the same concepts of bottlenecks and the
drum, buffer, rope, and all that to it. It's just a little different.
You've just got to look at it a little differently. But I think it
certainly applies.

And then, within a facility, whether it's an office or a warehouse,
for example, there are bottlenecks and things that limit your
capacity. Whether it is people, equipment, or material you have
to look at it and see what you can do to remove the non-value
out of activities or the things you can do with a bottleneck to
adjust it.


Joe: You're a major partner of a supply chain planning company
and the software you have is PSI Planner, I believe. Is technology
the answer in developing a better process?
Paul: What I always say is technology enables a process. You
have to have a good foundation, a good process, to begin with.
That's usually the first thing you should look at. And again, Lean
can help you to do that. You start looking at your process and
where there are waste and non-value activities. You also have to
bring in best practices and they have to work for you. You just
can't copy what other people do. That being said, if you have this
process or you want to change your process to a best practice the
software technology can help you to get there. You don't want to
just have a bad process and try to slap some technology on it.
It's probably not going to work too well.
Joe: Do people become too reliant on the software sometimes?
Paul: I've seen cases of this. Nike is kind of an example. People
that treat this software as a black box, almost magical, and just
let it run. For forecasting, for example, forecasting and planning,
at Nike there was a classic example a ways back. They basically
bought, I think, I2 software and they kind of let it run like a black
box and they ended up writing off, I think, $160 million worth of
sneakers and they blamed the software. They sued I2. But the
reality is you have to have a good process to begin with. You also
have to fit the right software to your process because all software
is not the same. You have to do the proper job of selecting the
software and that's often not the case, determining what our
functional requirements are.
Then you have to do the proper training and implementation. If
people aren't trained and software, even though it's user friendly,
there's a lot of switches and settings and if you don't understand
the theories behind those settings and how to manage it and you


just let the system run it's not going to give you, necessarily,
good ends. Catch it, like in Nike's case, when it's too late.

Joe: We talk about supply chain and we always talk about
measurements. I hear about the lagging measurements which are
already too late. I hear people say you've got to put leading
measurements in. But leading measurements are tough to define
sometimes. Can you name a few of them that would be in the
supply chain?
Paul: There are plenty of measurements. The SCOR model, for
example -- with the plan, source, make, deliver, return -- they've
actually developed a model, within that model metric, for each of
those activities. I guess when you talk about leading I think it's
as much companies that have dashboards that are up to the
minute, knowing what's going on currently, today, and more real
time. That lets you have a better handle on the situation. When
you're able to then drill down into that dashboard which has kind
of summary data, whether it's on-time deliveries, inventory turns,
those kinds of things. Warehouse cases, it might be cases per
hour. You've got to be on top of it and measure it.
I've been to some companies, at least in manufacturing, where
you see a lot of measurements that they collect and you look on
the boards and the paper is all yellow and the data is months old.
That's not going to help you. That just doesn't help you.
On the other hand, you don't want to go to the extreme of
paralysis by analysis where you over measure. You've got to pick
the right measurements that apply to each situation and get
them as real time as possible.
That's the advantage of systems these days. A long time ago it
used to be a lot of work to do that. These days, you can grab the
data that's close to real time, if not real time, easily and quickly
in any area of supply chain that you want to look at. That's what's
important to me.

Joe: You can practically get data as they scan it coming off of
the cash register aisle, can't you?

Paul: Oh, absolutely. Yeah. In fact, companies like Wal-Mart use
what's called RFID, Radio Frequency Identification. That's to track
data when trucks come in so you can move the product through
your warehouse; they call it cross docking, quickly. I've read that
Wal-Mart is now looking to put these RFID's, which are computer
chips, at the vendor when it ships. So they'll even have more
detailed data before it even ships that they can grab and check
the data, not just the barcode but much, much more data on an
RFID chip. So that's the way to go.
Joe: What are some of the other newer trends in supply chain
thinking?
Paul: I think it's not so much trends. I think technology is
driving a lot of it. You hear about cross docking. I was at a client
up in north Jersey. They are a major toy retailer and 30 to 40
percent of what they do is cross docking where product, within 24
to 48 hours, comes in the door and goes out to the stores. The
rest of it sits there for who knows how many weeks or months.
But cross docking is -- I don't know about a trend, I think it's
been around a while. I think it's picked up steam. Wal-Mart does
it a lot. It increases the velocity of inventory through the supply
chain. But using technology like RFID to help improve that flow
and get control and know where product is and where it is going
helps you to do that.
As I said, the CPFR is still moving along. I don't know that it's
moved as fast. I think a lot of companies need to understand that
it's to their advantage; it's just not like a cost center. It's actually
an advantage to collaborate with customers, at least your larger
customers. And again, technology can help you with that as well.
With this international supply chain, being able to track and trace
and control and measure online, there's a big trend, I guess, in

technology that's what they call cloud software. It's a rent
software instead of own it. It's based on the Internet, the
software, so you don't have to install or maintain it. You can use
that for, these days, any application. ERP systems or it can just
be supply chain planning systems or for international
transportation management systems.
So that's kind of a trend. I think that hasn't taken off as fast as
some people thought cloud software, probably largely because of
the security issue people think there is. I'm not quite sure it's as
big an issue as they think but that's probably a big issue. So
cloud software is something that I think is going to keep growing.
Joe: What's the first step in applying Lean to your supply chain?
What would you recommend someone taking a look at?
Paul: In all Lean programs, or even continuous improvement
approaches to improving a process, the first step is you have to
have management buy-in; it can't just be a fad. We all know
Lean has been around a long time. Maybe it wasn't called Lean
but Just-In-Time and a lot of the different tools. So you can't
treat it as a fad. You have to understand that it's a long term
thing. Americans tend to think, "Well, it's going to be a home
run." You can't think that way. It's continuous improvement.
You're going to make incremental improvements so you have to
have that management support. You want to get training to as
many people in your organization as possible so you can kind of
build that groundswell of support; basic Lean training to
everybody.

Then you want to build a Lean structure. You want to have people
that are known as Lean champions. A Lean champion, you might
just have one for your company, who kind of coordinates things.
You might have Lean coordinators.
Typically, the first step after that basic stuff like that is to do,
what I recommend is doing a Lean opportunity assessment. I've

done many of these, hundred, in manufacturing but you can also
do them in your supply chain because that's kind of "OK, now we
have all this training and we're really excited, now what?"
Whether you have consultants or trainers come in to help you
facilitate that or you do it yourself.
In my book I have some downloads of slides for training of Lean
supply chain but also a download of an example of a template, an
XL template, for Lean supply chain opportunity assessment.
You can talk about what are the processes. Is it this warehouse?
Is it the loading trucks? Is it the order management? You maybe
go out and you'll actually measure and see where you stand, kind
of benchmark it. Then you can pick the areas that have the most
opportunity for improvement and start there.
Joe: What were you hoping for someone to get out of your
book?
Paul: The comments I've gotten back in reviews and comments
from magazine reviews and also reader reviews is that a lot of
people talk in language that we don't understand and make it too
complex. They use words we don't know. Most people that have
read it, in the reviews say that it's very easy to understand. I
tend to break things down into their simplest terms. Some people
use the term "handbook," that it's a good handbook, a reference
book. I would like people to say this is something that's an easy
read and then it's something I can go back to and I can actually
use it to implement Lean in my company. It's got some slides
that I can do some training. It's got some Lean assessments I
can use. It explains how I do a value stream map in some simple
terms and, in supply chain, what are some opportunities. It really
gets you thinking and gives you the basic tools to get going right
away.
Joe: Where is your book available, Paul?


Paul: It's, of course, at McGraw-Hill professional. Amazon.com is
probably the best place to get it. You can just look up "Myerson"
and "Lean" and it'll bring up the book for you. It's available as an
eBook as well.
Joe: I would like to thank you, Paul, for your time and your
efforts. "Lean Supply Chain Logistics Management" book is
available, like you said, on Amazon. This podcast will be available
in the Business901 iTunes store and the Business901 blog site.
Thanks again.

Paul: Thank you. I enjoyed it.



Joseph T. Dager
Lean Marketing Systems
Ph: 260-438-0411 Fax: 260-818-2022
Email: jtdager@business901.com
Web/Blog: http://www.business901.com
Twitter: @business901
What others say: In the past 20 years, Joe and I
have collaborated on many difficult issues. Joe's
ability to combine his expertise with "out of the box"
thinking is unsurpassed. He has always delivered quickly, cost effectively
and with ingenuity. A brilliant mind that is always a pleasure to work with."
James R.

Joe Dager is President of Business901, a progressive company providing
direction in areas such as Lean Marketing, Product Marketing, Product
Launches and Re-Launches. As a Lean Six Sigma Black Belt,
Business901 provides and implements marketing, project and performance
planning methodologies in small businesses. The simplicity of a single
flexible model will create clarity for your staff and as a result better
execution. My goal is to allow you spend your time on the need versus the
plan.

An example of how we may work: Business901 could start with a
consulting style utilizing an individual from your organization or a virtual
assistance that is well versed in our principles. We have capabilities to
plug virtually any marketing function into your process immediately. As
proficiencies develop, Business901 moves into a coach’s role supporting the
process as needed. The goal of implementing a system is that the processes
will become a habit and not an event.

Business901 Podcast Opportunity Expert Status


Implement Lean Marketing with Supply Chain Expert Paul Myerson

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (6)

Similaire à Implement Lean Marketing with Supply Chain Expert Paul Myerson

Similaire à Implement Lean Marketing with Supply Chain Expert Paul Myerson (20)

Plus de Business901

Plus de Business901 (20)

Dernier

Dernier (20)

Implement Lean Marketing with Supply Chain Expert Paul Myerson