focus on infrastructure, safety, and policy. Industry operates
through a lens of logistics cost efficiency. Academia emphasizes research and knowledge dissemination.
These areas are often viewed as competing perspectives.
Safety regulations and associated costs are often interpreted
by industry as inefficient. Government and industry accuse
academia of being too “theoretical” and “ivory tower.”
Industry is viewed as being so focused on cost reduction
that such savings are achieved at the expense of others in
the logistics community.
In the end, each sector has the same goal – more and better logistics activity. It’s good we have different interpretations of what that means. It keeps each sector accountable.
For example, I can’t get too theoretical … industry will
ensure that. Industry can’t get too cost focused … government will ensure that. The different
perspectives are good and can benefit
us all.
QWhat has been the biggest change you’ve seen in the way
all three areas perceive the field and its
value?
A We have entered an era where we are all aware of the value
that the business creates. This is particularly true within the academic
and industry sectors. Deans and
CEOs are paying attention. I worked
in industry during the years when
logisticians had to lobby for attention
from CEOs. That’s not the case anymore. When I entered academia, many logistics professors
had to “lobby” for support and respect from academic colleagues. That’s not the case anymore. I’ve watched C-level
logistics and supply chain executives emerge in most large
corporations. I’ve taught logistics concepts to budding
entrepreneurs who are becoming more sensitive to the
importance of logistics. I’ve seen academic programs grow
tremendously.
At Arkansas, our student enrollment has more than doubled in the last four years. Most business schools are now
getting into the game of teaching logistics concepts in their
core curriculum. Overall, this maturity has been the biggest
change that I’ve seen. We are a much more respected and
valued field, and each sector has contributed to it.
QWhat has been the biggest challenge in attracting and retaining qualified talent to the industry overall?
A Most of us stumbled into logistics. When I entered academia, I would ask my students how many of them
came to school to major in logistics. I would get virtually no
hands. Top students are not as apt to gravitate toward logistics as they are toward finance, accounting, or marketing.
We are rolling out an “Intro to Supply Chain Management”
course at Arkansas that all business students must take. This
will give us earlier access to the general student population,
where we can make students aware of logistics at the front
end of their experience.
I think the retention issue is a byproduct of this. Top talent has so many opportunities because of the “maturation”
of the field. The growth over the last decade has exceeded
the output of top talent. It’s a supply and demand issue.
Retention becomes much more difficult because there are
so many wonderful opportunities available without adequate supply.
QDo you see yourself returning to either industry or government,
or is academia the last stop?
A Academia is the last stop. I stay connected to industry and government, but have no desire to return.
Being in academia is very rewarding,
which is great. But for me, it’s deeper. I
not only work in academia, but I am an
academic. This sector is much more
about who I am versus what I do. I do
research and I teach. But I am a
researcher and educator. I feel my prior
industry and government experiences
were training ground for my true career.
QAfrican-Americans are not well represented in the industry. How can the industry be more effective in
attracting more African-Americans to the field?
A The relative obscurity of logistics has made diversity issues more difficult to address. Beyond this, I think
it’s a “face” issue. Studies have shown that one of the more
effective ways to diversify a field is by diversifying those who
train and mentor within the field. They will attract others.
This has proven to be true for me. One of my first mentors in the field was Rodney Slater, a former secretary of
transportation and an African-American. When I worked
for Hallmark, I was mentored by someone who is now their
head supply chain guy, Pete Burney, an African-American.
My Ph.D. adviser was Dr. Lisa Williams, an African-American. I’ve just advised my first African-American doc-
