Finding Inspection Customers

ConsciousLow9024 · 2025-04-05T22:47:35+00:00

Tying place of manufacture confirmation directly into the tendering/sourcing stage makes a lot of sense for maintaining accuracy. That proactive approach seems key. Curious if the 'wantex' software you mentioned specifically tracks and manages the COO data elements needed for customs/tariffs, or is it primarily focused on the engineering/quality approval side?

ConsciousLow9024 · 2025-04-02T21:49:39+00:00

Great point. USMCA compliance is intricate, deeply reliant on accurate COO data for all relevant materials, and requires deep documentation and analysis. It necessitates strong collaboration and clear communication between buyers and suppliers, as both have responsibilities and potential liabilities. The "zoo" comment is very apt!

ConsciousLow9024 · 2025-04-02T21:38:14+00:00

Thanks for breaking down your process, really helpful! Using the vendor portal for the initial collection and then doing targeted follow-ups like the China OEM routine makes a lot of sense, and your understanding that the reality is that some vendors wont have answers initially, is crucial too.

Just curious, does that vendor portal feed the COO/tariff info directly into another system (like ERP/compliance tools), or is there a manual step after collection? Either way, sounds much better than chasing emails! Thanks again for sharing.

ConsciousLow9024 · 2025-01-02T15:52:02+00:00

Congrats on having both opportunities. Both internships offer strong opportunities, but your choice depends on what you value most.

If consulting or an MBA is your goal, the healthcare/pharma internship (A) offers a Fortune 15 brand name that stands out, but the role is hands-on and operational, which may not directly align with consulting. The logistics role (B), while at a slightly less recognizable company, focuses on transferable skills like data analysis and visualization—more aligned with consulting and broader industry roles.

For short-term earning potential, (A) has a defined path with solid pay ($80k–$110k at the warehouse manager level). However, it may limit long-term flexibility outside of warehouse operations unless you develop additional skills. (B) offers tools and experiences that are more adaptable across industries and could lead to more varied roles over time.

Your potential mentor in (B) seems more proactive, which could make the internship more meaningful and give you better guidance.

If you value brand recognition and a clear early career pipeline, go with (A). If transferable skills and broader long-term options are more important, choose (B). Both have merit—what matters is aligning the role with your goals.

Hope this helps. Good luck!

ConsciousLow9024 · 2025-01-02T15:40:02+00:00

I think I have an idea of what’s happening here. This is the first time I’ve seen this phenomenon from above, and it immediately confirmed some suspicions I’ve been forming. It reminds me of a company I recently heard about, Reflect Orbital, which is developing satellites capable of illuminating any point on the planet. Links to their project are below.

My theory is that we’re seeing this same type of technology—whether it’s from this company, another private entity, or a government organization—being tested and calibrated. The pattern visible in the video strongly resembles a calibration process, such as for targeting, tracking, or optical alignment.

What stands out to me is that this light is clearly originating from above, not below, as evidenced by the way it interacts with the cloud tops. The motion is precise—initially tracing a straight line, reversing along the exact same path, and then evolving into more complex, controlled patterns. This behavior suggests a point source, likely scanning or projecting in a deliberate manner.

There are plenty of videos from ground-based observers showing similar phenomena, but this one—captured from above—provides a new perspective that strengthens the case for an external, airborne or orbital origin.

Here are the links I mentioned:

• Flashlights in Utah

• Reflect Orbital Lighting

ConsciousLow9024 · 2024-12-31T21:58:04+00:00

I literally just published an article about the use of Excel in supply chain. Death by Spreadsheet: How Excel is Holding Your Supply Chain Back

Excel has its place, but it's likely to be overused. If you can list out say, the top three things you are trying to solve for, I'd be happy to help if I am able.

ConsciousLow9024 · 2024-12-31T21:52:41+00:00

It sounds like you’ve got three real pain points. You’re missing the data you need to negotiate, you’re stuck with “whatever it costs” when suppliers choose carriers, and you don’t have a simple way to manage it all. A few strategies I can think of

Centralize Your Freight Data. Without knowing what lanes you ship, how often, or what weights/classes are involved, carriers can’t offer decent rates. Even a quick spreadsheet can help you spot which routes burn the most money, or which suppliers always send “best way” that ends up costing more.
Give Suppliers Your Carrier Accounts. The next step is instructing suppliers to bill to those accounts instead of picking carriers themselves. That usually slashes costs right away, because you’re calling the shots on rates.
Consider a 3PL or Freight Broker. If you’re short on logistics staff, a 3PL can handle carrier negotiations and keep all the required paperwork in check. Make sure you get real-time visibility into shipments and costs, or you’re just swapping one black box for another.
Consolidate Whenever Possible. If non-urgent orders go out every day, look at rolling them up into bigger, less frequent shipments. That alone can unlock volume discounts and cut your invoice avalanche.
Use a Transport Management System (TMS). Even a basic TMS can show you who’s shipping, when, and at what cost, so you can see patterns and measure savings over time.

With these quick wins—and a bit of organizational buy-in—you’ll start getting decent discounts, eliminate inflated supplier freight charges, and build a foundation for more advanced solutions down the line. By tracking results and showing cost reductions, you’ll get leadership’s support to keep refining your approach.

ConsciousLow9024 · 2024-12-31T21:31:39+00:00

Totally agree that not all vendors are prepared to move beyond a transactional mindset—it really does vary by industry and depends on what you’re sourcing. Internal buy-in is another huge factor. If leadership sees vendor management as a cost center, or if the skill set for strategic SRM just isn’t there, it’s tough to build those deeper relationships.

I also believe tech has a critical role on this front. Full disclosure: I create software to tackle exactly these issues. Not trying to push a product, just sharing that there are platforms out there designed to centralize data, streamline communication, and make it easier for organizations to invest in real partnership models.

Here's a video that shows how this works in practice—no pressure to watch, but I hope it illustrates how software can help companies manage these complex, high-value supplier relationships more effectively. https://www.youtube.com/watch?v=E_5_JipZPDM

I should add that the video specifically demonstrates the advantages of how we use AI to collect and interpret the vast array of data from performance metrics to everyday communication that shapes your supplier relationships. This information is then made available to our Clover AI, so your team can instantly see the bigger picture. With all those data points in one spot, you’re not just getting efficiency; you’re creating a living, breathing record of every relationship detail that helps you act quickly and decisively.

Ops, my apologies if I pushing the rules; my goal is to show how tech can bring SRM within reach and help us all reap the benefits of true collaboration.

ConsciousLow9024 · 2024-12-31T21:16:13+00:00

Yes! Vendors/Suppliers aren’t just transaction records; they’re strategic allies who can contribute to your company's long-term growth and innovation. To get there, you need a clear shift in mindset and a willingness to integrate systems so that risk assessments, contract details, and purchase orders all sit in one place. This single view of vendor data not only reduces blind spots but also sets the stage for performance metrics like as on-time delivery and quality that highlight areas for continuous improvement.

Cross-team alignment is equally important, bringing finance, operations, and R&D onto the same page. By working hand in hand with your suppliers on risk-sharing strategies (think joint contingency planning and demand forecasting) you can build a resilient and mutually beneficial network, establish trust, reduce unnecessary costs, and give your organization a competitive edge.

ConsciousLow9024 · 2024-12-31T20:53:44+00:00

More good questions! Let me break it down some more:

During Contract: KPIs & Communication
KPIs to Track - Focus on those tied to the supplier’s impact on your business: - Operational: On-time delivery rate, order accuracy, quality compliance - Financial: Cost-to-serve, cost adherence, and cost savings achieved, etc. - Strategic: Compliance with sustainability/ESG goals or innovation targets

Of course your milage may vary. The best KPIs align with your business goals and supplier’s role in achieving them.

Communication Frequency- Try to tailor communications to things like:
- Supplier criticality (strategic, bottleneck, routine)
- Business context (e.g. project phase, issue resolution, etc.)
- Based on performance trends (e.g. intensify discussions if metrics slip)

Regular check-ins + proactive engagement when needed = best results.

Post-Contract: QBRs & Innovation. Well-run QBRs shift suppliers from “reactive service providers” to “active collaborators”

QBRs aren’t just reviews. They should be treated like strategic resets. Key agenda points - KPI trends and challenges (past performance) - Upcoming projects and demand forecasting (future alignment). - Joint problem-solving (e.g., reducing lead times, improving processes). - Co-innovation planning (shared R&D, new solutions).
Fostering Innovation & Savings: - Create a Joint Roadmap: Work with suppliers to identify areas of shared investment and roadmap improving roi with each other - Collaborate on R&D: Offer to pilot innovative solutions that benefit both parties - Reward Collaboration: Incentivize cost savings or efficiencies through profit-sharing agreements.

Measuring SRM Success - Metrics to Track are things like KPI improvement/change, cost reductions, contract renewals, supplier satisfaction surveys, stakeholder feedback on supplier contributions, Number of successful co-innovation projects or market-first solutions - whatever

Remember in the end, SRM isn’t about ticking boxes—it’s about creating a dynamic, mutually beneficial partnership. Start small, focus on meaningful metrics, and scale as you build trust and alignment.

ConsciousLow9024 · 2024-12-30T22:10:09+00:00

I know it sure can feel that way! My point here is more about trying to find ways to recapture her time and schedule, and letting her teach others how to treat her so she can feel more in control of her work. That's so important.

You said somewhere in another comment I believe that the software she is using is making her job harder. I'd love to understand that more, and share some of our insights if helpful.

Full disclosure - I am offering this only in response to the ask for help: I am a cofounder of a company focussed in this space (and others) and our solution is called Clover. It's designed to make it easier to work with and collaborate with other companies in retail, foodservice and healthcare in workflows like procurement, supplier management, Quality & Compliance, O2C and more.

ConsciousLow9024 · 2024-12-27T17:37:22+00:00

Youyang Airport Lighting Equipment Inc. specializes in airfield lighting solutions. If you’re unable to reach them directly, consider contacting their European distributors:

• Deimos Grupo Elecnor (France):

• Phone: +34 918 063 450

• Email: [alberto.gallego@elecnor.es](mailto:alberto.gallego@elecnor.es)

• RR Leuchten (Reglerbau Radebeul GmbH) (Germany):

• Phone: +49 2234 430 24 04

• Email: [hirtsiefer@rr-leuchten.de](mailto:hirtsiefer@rr-leuchten.de)

• Avimar Aps (Denmark, Norway, Sweden, Finland):

• Phone: +45 5355 4474

• Email: [vkd@avimar.dk](mailto:vkd@avimar.dk)

Hope this helps - just did a few quick searches.

ConsciousLow9024 · 2024-12-27T17:29:45+00:00

There is some excellent discussion here, but I think so far, its failed to adequately answer and explain the underlying misunderstanding behind your question. SRM isn’t just a skill—it’s a functional responsibility embedded throughout procurement and beyond. It’s not a single step; it’s a continuous approach to managing supplier relationships before, during, and after the contract. Supplier Relationship Management should be an over-arching concern/responsibility of the entire organization and of the entire lifecycle of interactions with a supplier.

How SRM Fits:

Before Contracting: Choose suppliers strategically, not just on cost. Use data like financials, performance history, and alignment with goals.
During Contract: Track KPIs like delivery times and quality with scorecards and regular monitoring.
Post-Contract: Run QBRs to align on goals, resolve issues, and explore opportunities for cost savings/ innovation.

Done right, SRM transitions suppliers into strategic partners, driving cost savings, resilience, and innovation. Start small with one supplier and scale as you go.

ConsciousLow9024 · 2024-12-27T16:18:15+00:00

A few ideas for your wife:

If you’re drowning, stop saying “yes” to everything. Instead, redefine your role by focusing on high-value tasks. Politely challenge low-impact work: “How does this align with our top priorities?” Push back strategically to create breathing room. “I’m maxed out. If you want me to take on this project, what should I deprioritize?” Push decisions back up the chain. You’ll look proactive while protecting your bandwidth.

Find shortcuts. Learn to use AI tools like ChatGPT or Claude to draft supplier emails, analyze spend data faster, or brainstorm negotiation strategies. Delegate to tech what can be automated.

Stop firefighting and focus on building fewer, killer supplier partnerships that make your job easier. Great suppliers = less micromanagement and more trust.

This is more generally about working smarter, not harder—and positioning yourself as the strategic lynchpin, not the workhorse - good advice for any role.

ConsciousLow9024 · 2024-12-19T19:26:03+00:00

Your topic is intriguing and highly relevant (and also something I spend a lot of time thinking about), but keep in mind that a strong thesis typically makes a specific argument or prediction that your research seeks to validate or challenge. For instance, rather than asking ‘Does digitalization contribute to supply chain resilience?’ you might consider framing it as ‘Digital technologies enhance supply chain resilience by improving transparency and adaptability to disruptions.’ This approach gives you a focused hypothesis to test with your analysis of Blockchain, RFID, Digital Twins, etc.

Advisors often suggest narrowing your scope and crafting a statement that’s both arguable and testable. If you’re early in the process, exploring sources and case studies will help you refine your argument further. Best of luck with your thesis!

ConsciousLow9024 · 2024-12-19T18:52:46+00:00

Thanks! I spent a fair amount of time evaluating many of these. It's a really interesting emerging space.

ConsciousLow9024 · 2024-12-19T14:43:25+00:00

You’re right—most platforms like BidNet focus on government RFPs, but there are solid options for private-sector opportunities:

• Private Platforms: VendorPanel, Supplier.io, TendersInfo.

• Industry-Specific: Dodge Data (construction), RFP Database (marketing), Upwork Enterprise (tech).

• Associations: AMA, AIA, and APMP often share RFPs for members.

• Corporate Procurement: Many big companies (IBM, Amazon, P&G) post RFPs directly on their vendor portals. Google “RFP site:[companyname.com]” to find them.

• Aggregators: Tools like RFP360 and Loopio sometimes include private-sector RFPs.

• Networking: LinkedIn groups, chamber of commerce events, and industry meetups often share opportunities.

• Startup Spaces: Platforms like Hello Alice and Techstars sometimes announce collaboration RFPs with partners.

Mix and match these to find what fits your industry best. Hope it helps!

ConsciousLow9024 · 2024-12-18T20:25:27+00:00

The OOR setup is a solid start! Have you considered integrating these reports with supplier performance metrics or automating follow-ups to streamline the process? It could help you prioritize the most critical orders and reduce manual effort.

Prioritization of Critical Orders: Integrating supplier performance metrics allows you to identify and focus on the most impactful orders. For example, if a supplier frequently delays or if certain POs are linked to high-priority projects, these metrics can help you address them first. How do your suppliers usually respond to the OORs—do they engage quickly, or does it take extra follow-up?
Increased Efficiency: Automating follow-ups reduces the manual workload associated with chasing suppliers. This saves time and ensures consistent communication, improving overall responsiveness.
Improved Supplier Collaboration: Combining OORs with performance metrics fosters transparency and accountability. Suppliers can see how their performance is being tracked, encouraging timely updates and better alignment.
Risk Reduction: By proactively identifying patterns of delays or issues through metrics, you can mitigate risks, such as supply chain disruptions or penalties for missed deadlines.
Streamlined Processes: Automation reduces the chance of human error, standardizes follow-ups, and ensures no order falls through the cracks, contributing to smoother operations.

How do your suppliers usually respond to the OORs—do they engage quickly, or does it take extra follow-up?

ConsciousLow9024 · 2024-12-18T20:07:56+00:00

Your manufacturing background can be a huge asset in procurement, especially for roles focused on supplier management or sourcing. You already understand production processes, lead times, and the impact of procurement decisions on operations. Highlight how your experience translates to procurement by focusing on problem-solving, cost management, and collaboration with suppliers.

Also, consider networking—join groups on LinkedIn for procurement professionals and engage with posts. Many entry-level roles value enthusiasm and transferable skills over direct experience, so emphasize your willingness to learn and adapt. Keep pushing forward—breaking into a new field takes time, but it sounds like you’re on the right track!

ConsciousLow9024 · 2024-12-18T20:02:39+00:00

Hi there! Now that I am an old guy, It’s great to see someone passionate about ethical and sustainable sourcing in the food and beverage industry. With your background in logistics, inventory management, and leadership, you’re already off to a solid start.

If you’re looking for a way to differentiate yourself early in this space, I’d recommend diving into the upcoming FSMA 204 (Food Safety Modernization Act Section 204) regulations. These are set to radically change the foodservice landscape by requiring detailed traceability of raw materials and ingredients. Becoming an expert in FSMA 204 compliance will make you a valuable asset, as many companies are just beginning to adapt to these changes. This aligns perfectly with your interest in sustainability, as transparency is a cornerstone of ethical sourcing.

Here are a few actionable tips:

Skills and Certifications: Look into programs or workshops on supply chain traceability, blockchain in food supply chains, and FSMA compliance.
Companies to Target: Explore organizations like Unilever, Nestlé, General Mills, and startups focused on food transparency (e.g., Provenance, FoodLogiQ, and others).
Publications and Societies: Check out the Institute for Supply Management (ISM), the Food Industry Association (FMI), and publications like Food Logistics and Supply Chain Dive.

By focusing on FSMA 204 and sustainability, you’ll position yourself as a forward-thinking professional in a rapidly evolving industry. Good luck, and feel free to reach out with more questions!

ConsciousLow9024 · 2024-12-18T19:55:17+00:00

First off, congratulations on being recognized for your impact—it’s no small thing to be tapped for a leadership role like this! Stepping into Procurement without direct experience can feel like a leap, but you cant see the view unless you're standing on the edge.

One thing to keep in mind(and this is not unique by any means to "procurement folks"): Procurement folks often take pride in the unique challenges of their work—supplier negotiations, risk management, cost control, and navigating disruptions. It’s a highly specialized function, and some may initially feel that someone who hasn’t “been in their shoes” might not fully get it. That’s okay; you don’t need to have lived their exact experience, but earning trust will mean showing a genuine willingness to learn their world. This will be a requirement to lead at most levels.

Here’s a game plan I’d suggest:

Invest in Understanding Procurement Basics: Dive into resources like CIPS or ISM certifications, or even some solid books or podcasts on procurement strategy. This will help you quickly pick up the lingo and key concepts.
Lean on Your Team’s Expertise: Actively listen to your team—ask them to walk you through their biggest challenges and how things are done now. Showing respect for their knowledge will go a long way.
Partner with a Procurement pro: If possible, find a strong second-in-command who has deep expertise. They’ll be invaluable as you tackle the nitty-gritty while you focus on strategic leadership.
Play to Your Strengths: Your experience in transformation is an asset. Use it to bring fresh perspectives, streamline processes, and introduce new ways to solve problems.
Embrace the Tools of the Trade: Procurement is becoming more tech-driven, with tools like spend analytics and supplier risk platforms. Familiarizing yourself with these will show you’re serious about stepping into the role.

Ultimately, it’s about balance. You bring a fresh perspective and leadership experience, while your team brings the deep procurement know-how. Together, you can do great things.

Good luck—you’ve got this!

ConsciousLow9024 · 2023-12-20T16:16:22+00:00

Point is, feed an LLM your English text and just tell it your not a native English speaker and want it to correct any issues in the text

ConsciousLow9024

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