The Whitman School of Management held the 75th Annual Harry E. Salzberg Memorial Lecture Program on Oct. 3, enhancing student learning by bringing in high level executives in the transportation and supply chain fields for companies that are moving the needle forward on research and best practices.
The Salzberg Program is made possible by the support of the Whitman School’s H.H. Franklin Center for Supply Chain Management, co-directed by Assistant Professor of Supply Chain Practice Gary La Point and Associate Professor of Supply Chain Management Julie Niederhoff.
“We are honored to have some of the best industry leaders join us for the Salzberg Memorial Lecture Program to speak to our students and faculty about topics that are a timely intersection of supply chain management, continuous improvement, globalization, sustainability and well-being,” says Whitman School Interim Dean Alex McKelvie. “In addition, we are privileged to present the Salzberg Medallion, which has come to be one of the most esteemed awards in the field of supply chain management since 1949. It is with great pride that the Whitman School, which has the oldest supply chain program in the country, dating back to 1919, showcases some of our top industry leaders, innovative scholars and talented students, who will surely help to inspire the next generation of supply chain leaders—many of whom I’m certain will be products of our own Whitman program.”
This year’s recipients of the Salzberg Industry Medallion was Toyota Motor Corporation. From left are Whitman School Interim Dean Alex McKelvie; Steve Brown, vice president of parts and logistics and operations at Toyota Motor North America; and J. Michael Haynie, vice chancellor for strategic initiatives and innovation and executive dean of the Whitman School.
This year’s recipients of the Salzberg Industry Medallion was Toyota Motor Corporation, which has built a reputation as a global pioneer for the Toyota Production System (TPS), its manufacturing practices that set the standard for optimizing processes, reducing waste and creating a culture of continuous improvement that has essentially redefined manufacturing standards globally across multiple industries. Steve Brown, vice president of parts and logistics and operations at Toyota Motor North America, accepted the award on behalf of the company.
The Salzberg Academic Medallion was presented to Charles Corbett, Ph.D. Corbett is the IBM Chair in Management and professor of operation and management and sustainability at UCLA. He also holds a joint appointment at the UCLA Institute of Environment and Sustainability. His current research focuses on sustainable operations, time management and well-being, and his work has been featured in the media and through keynote lectures around the world.
The Salzberg Medallion award winners were selected from nominations received from past recipients and other highly regarded practitioners in the transportation and supply chain fields.
Five awards were also given to Whitman undergraduate students. Those students pursuing a supply chain management major were given the opportunity to submit a paper and video about their ideas for consideration by the members of the H.H. Franklin Supply Chain Advisory Board. This year’s recipients were the following:
Industry Presentations
A number of speakers rounded out the event, sharing their perspectives on topics relevant to supply chain management.
Toyota’s Brown and Jeff Cawyer, group manager, Toyota Motor North America, outlined the history and methods of TPS, which has become the standard for the auto manufacturing industry through an organizational culture of highly engaged people solving problems or innovating to merge with the latest technology. TPS is focused on the idea that the customer comes first and that people are the company’s most important resource. The company follows the Japanese philosophy of Kaizen, where problems are solved by going right to the shop floor or at the individual dealerships, and the role of managers is to motivate and develop people by building a greater organizational culture where employees feel empowered, supported and recognized.
Toyota is also strongly committed to one of today’s top supply chain challenges: carbon neutrality, which the company is aggressively targeting to reach by 2050. Cawyer also explained how his division handles planning and parts logistics with the Just in Time mindset of “building what people need right now only in the right quantity,” while also making sure that estimated delivery times are met at the dealership level.
The Salzberg Academic Medallion was presented to Charles Corbett, Ph.D. Corbett is the IBM Chair in Management and professor of operation and management and sustainability at UCLA. From left are Whitman School Interim Dean Alex McKelvie; Mike Haynie, vice chancellor for strategic initiatives and innovation and executive dean of the Whitman School; Corbett; and Julie Neiderhoff, associate professor of supply chain management.
Corbett presented “The Operations of Well-Being,” which outlined his research on how processes interact with happiness, equity and sustainability. He talked about “stimulating the best effort of all” and “helping individuals make the most of themselves,” while also addressing how individuals can waste valuable time or make “lazy decisions” that can impact safety and operations, as well as seemingly trivial decisions that can collectively impact whether a person is happy or unhappy.
Corbett emphasized that those who truly use lean manufacturing practices well and give their employees the tools they need to thrive, while those who don’t implement lean well often wind up in chaos. Corbett also addressed the impact of the “new” supply chain created by gig work, as well as the growing impact of artificial intelligence (AI) and machine learning (ML) on operations.
Adam B. Cunha, head of global key client sales-North America, for A.P. Moller-Maersk, addressed global logistic challenges due to political conflicts and environmental activities surrounding key shipping areas, such as safety concerns in the Suez Canal due to tensions in the Red Sea, fluctuating water levels in the Panama Canal, recent hurricanes in the southeastern U.S. and accidents like the bridge collapse blocking much of the Port of Baltimore. Not only limited to shipping, the company moves almost 20% of the world’s food, materials and goods every day to reach people across the globe. Today, it is creating “the network of the future” to find alternate ways to overcome delays and work around unexpected obstacles. He expressed his hope that Whitman students will remember Maersk not only for shipping “but as a company that is connecting and simplifying global supply chains.”
Sarah Day Kalloch, co-founder and executive director for the Good Jobs Institute, presented “Help Companies Thrive by Creating Good Jobs” based on 20 years of research from “The Good Job Strategy.” One topic she spoke about was how critical pay is for low-income, frontline workers—like those working in call centers, warehouses, retail or service.
The Good Jobs Institute has worked successfully with companies, like Costco and Trader Joe’s, to invest in their workers by offering wages greater than their competitors and creating great teams with stable schedules, pay that can support a family, benefits, clear career paths, security and safety. This, in turn, has minimized stress on employees and typically results in much lower turnover, which in itself is a huge cost saver. In addition to improving employee turnover, these employees offer better customer service, better store experiences, and overall higher performance with sales and other metrics, therefore giving a strong return on the investment.
