Name: With Priya Anand, Jabil’s Director of Global Logistics Services, Making Resilience Operational to Enable Faster Responses to Disruption
Uploaded: 2026-04-08T15:16:07.409Z
Duration: 1 h 8 s
Description: With Priya Anand, Jabil’s Director of Global Logistics Services, Making Resilience Operational to Enable Faster Responses to Disruption

Transcript for "With Priya Anand, Jabil’s Director of Global Logistics Services, Making Resilience Operational to Enable Faster Responses to Disruption": Hello, everyone, and welcome to today's webinar. I'm your host, Ella Wilkinson. And today we're looking at making resilience operational. The logistics capabilities that help teams respond faster to disruption. Disruption in supply chains are inevitable. What really matters is how quickly your teams can react. In this webinar, we'll explore the logistic capabilities and operating model choices that help reduce response time and stabilize both service and cost when conditions change. Joining me is someone who lives this every day, Priya Anad, senior director of global logistics at Jabil. So, Priya, it is great to have you with us today. Thank you for having me, Nina. So I always like to start with just a very short intro. Tell me who you are, what you do, and why you're such an expert on this topic. Okay. So let me start at the beginning. I started my career two decades a days back, with the Eddie Malone rest group who are the the the market leaders in logistics and supply chain management. I've come as a management trainee, and I worked with them more than fifteen years across different, continents and and different roles. I've done customer service, strategic sales, things planning, finance, trading management, operations with them across India, Asia, Europe, North America, including US and Canada. And after my my time with Equinoramas Group, I also spent a few years, with DHL and the Larena Logistics Group doing digital transformations, you know, managing their, transport management systems, implementing program management structures, and so on. With Jabil, I'm the head of Jabil Logistics as a service where we act as the fourth field and the fifth field integrator sometimes for our customers who require, you know, movement of, dudes from production site and to evaluate. So, this is what I do every day in my life. So you have very, very holistic background then. So I'm sure lots of nuggets of truth in this webinar. So let's just kick off then with the biggest question of all. How do you define operational resilience in in logistics? Yeah. Operations resilience is something that an organization's supply chain has the ability to to kind of anticipate what is the disruption or or something that comes, ahead and also be able to absorb the disruption, be able to adapt to it, you know, plan for it with a plan in action, and also recover from the disruption. So it's basically how do you keep your supply chains moving even when a disruption happens so that the product moves from point a to point b and finally in your end customer sense. That's exactly what operations you see yesterday and what does this mean. So in terms of the people behind that then, how do you instill that culture that people need to be flexible and they need to be agile? Yeah. A a lot of things are are terms, but then the terms come into action when there are actually people at play. So everything starts from the top, you know, right from the leadership. The leadership team's vision, the mindset, everything plays a big part in how the organization values supply chain operations resilience of the culture. So the the first mindset that I would I would think about is is basically putting a vision for your supply chain, not treating it as a tactical operational pain point, but as a strategic difference or an opportunity that has been given to our organization to actually get more revenue and convert the pain points into opportunity. So it all starts with a mindset. Put the tactical mindset away and create a strategic mindset. The second thing is also not just talk, but also walk the talk. You know? So the leaders have to start with, you know, planning ahead, creating very structured governance models, creating multilevel diversified outlook rather than, you know, relying on a single a way of operations, investing into the right tech stats, you know, building that data driven mindset, being agile in decision making, removing the silos, creating faster decision making. So it all starts with the way the governance models are set, the escalation paths, the communication matrix that are set by the leaders, and then everybody starts following, and that becomes the organization's culture. Yeah. Just about changing it to, you know, more of a comfortable culture for people to to make mistakes and jump around and Exactly. So with your vast experience in global logistics then, where do you see resilience as most important, and where does it often break down? Yeah. If you take resilience, today is no longer just an optional tool to have, but it's rather become more or less important. At at one point of time in the world, disruptions were happening maybe a couple of times a year. And then, you know, we would create, like, a business continuity plan to kind of support when a disruption happens. But today's environment is changing. There's geopolitical issues. There is tariff interdependencies. There's multiple choke points in the world where supply chains are stuck. So there's disruptions happening every day, and it becomes very important for us to plan for it. So where do I see it, breaking? It's mostly all organizations. So it's not an optional tool anymore, but for most organizations, it's become very essential. And where it's more important is, you know, when you plan for last mile deliveries, when you have products that are single sourced or have very, few areas of sourcing, where inventory becomes crucial, when you're managing just in time products, when you have full chain of the state. You know, these are some of the places where, you know, it's it's not just optional, but it's imperative that you have an operational resilience plan in action. And how do you build it or where do I see it breaking? When you stack dependencies on top of each other, that's when they break. Let me just give you an example. Let's say you work with a single operator and you are dependent on them for every single, part of your network moving. Then, yes, obviously, if there is something happening with that operator, then your supply chain is dependent on that operator. And then you have, like, maybe a specific critical inventory part is sourced on a single provider or a single source. Then, obviously, if you stack this dependency on a single source provider, again, you are prone to, you know, multiple points of failure. Right? So not creating those interdependencies, but creating a more diversified outlook and not stacking dependencies on top of each other so it gives you more breakage points than anything. I think that would be some of places where I've seen most of the failures happen. So don't look at just cost reductions because sometimes people go in for, you know, let me just create a very small buffer stop. And then what happens when there is a disruption? You don't have enough. So you were going in for a cost reduction by keeping a very low buffer stop, but when an actual disruption happens, you don't have enough stock to carry over your supply chain. So don't look for, like, short term movements. So sometimes looking at short term growth, that is also creating a dependency where there's a point of of danger. So these are some of the areas where I see where a more thoughtful planning towards operations resilience would help so that the supply chain doesn't break. So it's just, you know, having that big picture thinking thinking, you know, this could go wrong. This could go wrong. What what can we do to fix that? Absolutely. So why is it then so essential to have core logistics capabilities like multi carrier, multi mode flexibility, routing governance, and escalation paths so well established? Yeah. It's a great question. At one point of time, people were thinking of logistics as somewhere where, okay, it's a plan of action. You know? You already have your revenue pillar built. You wanna move your product. Logistics is only a tactical way of just making sure the product moves from point a to point b. It's become so different right now that it has become the key difference to whether the organization is able to make revenue or not. Right? So which means that when you put something which is so tactical and so operational, you wanna move it and create a mindset where it becomes more strategic, then we need to create governance models around it. So we need to create a very clear structured pipeline of what would be the model, a supply chain model that you work on. So that's the most crucial part. The second part is creating a faster decision making by breaking the silos. In logistics, you have multiple vendors, you have multiple partners that you work with, and every partner has handovers, handoffs. You know, if you put all of this together, it just becomes a complex nightmare. That is because administrative nightmare to handle it. So breaking down those, you know, pain points, the handovers, the silos that help in, you know, creating faster decision making. So breaking the silos, that becomes more important. And third one is communication. Have you made I mean, you can you can have all the data in the world, but if you cannot make a faster decision making, the agility becomes, you know, crucial here. Right? So being able to have those models where it's data driven, analytical insights that help your team in making those faster decision making, that's also super relevant and super important. So everything together, right, put together a good covenant model, a clear escalation path, communication model, a good tech stack. Everything helps in operational resilience. So let's talk then about reducing those response times, you know, making those decisions quicker and stabilizing performance. So when we think about resilience, what are the new metrics that actually really matter? Is it lead time variability, OTIF stability, or, like, cost to serve? Yep. Right now, a lot of people talk about logistics and supply chain metrics as more towards operational KPIs. You know, what do you take to your vendor? Okay. What do you want your vendor to to give you back? Long time deliveries, lesser cost. When people open up RFPs to actually procure supply chain or logistics vendor, that's the first thing to ask. What's your quote? You know, what's your rate? So I think cost curve is more operational than anything else. When you look at opening up an an RC on RC for supply chain operations, I would rather look at, you know, long term work. Can this partner stay with me for a longer term? Can this partner be my backbone when there is an operational resilience? Can this partner guarantee my lead time or provide for a lead time that works well? So and then can my partner help me in fulfilling my demand to the customers? Then the two metrics that become very important is lead time variability and all time in full stability. So those two, I would consider as two most critical components of an operational resilience metric. When you take lead time variability, I would rather not stick to a specific time because that is is very similar to just in time. You need to have a range of timeline. Right? If this is a critical product, what is an acceptable lead time variability within a certain days or number? Right? That helps you build out your inventory management model. When you look at on time info, when is my customer needing this product, you know, at this shop? You know? When is it that I'm able to focus not just part of the demand, but input. So on time input stability. How am I being able to promise these? So I think these two are very critical metrics and compared to cost to serve, cost to serve is important, but not at the cost of lead time variability and on time input is what I think. And it all comes back to, you know, keeping better stock and making sure you have an an actual proper resilience plan in place. Yeah. Absolutely. You need to have a a resilient model that I wouldn't call it like an inflexible model. You need to have, you know, kind of different models, and and this is where tech stack help us. Right? In JBL, we use multiple tech stacks all, you know, driven by predictive insights, market intelligence, AI based decision making, intelligent operational systems. So we we we do a lot of text packs to make sure that, you know, our team has the right data and the visibility to be able to build those models and also build a plan b or a plan c or a hybrid model when disruption occurs. So everybody knows. Okay. This is the model that you work with when, you know, this is how the world is going through. Right? Okay. Let's cut it. This doesn't work anymore because there is a disruption at this point. What is the next model that you apply? It's already built in. The plan b, the plan c, you've already built in. So that's how we need these governance models, the communication path, the decision making, which is actually backed by data and AI tools. That's where we we feel that we land the right, you know, place. So let's stay with your experience in at Jabil, and let's talk about exception handling. How do clearly defined, escalation paths and proactive problem solving help maintain service levels and cost efficiency during disruptions? So we are backed by a very strong team that operates in over 100 plus sites around the world, and we also manage more than 38,000 plus suppliers. So we work with a diversified network of operators, which means that we have multimode capability, multicarrier capability. We have a diversified network. Our skill sets are in multiple places. So whenever disruption happens, we are able to quickly pivot and think about how do we move from this point of operation to another point of operation. We also have invested in a lot of tech stack like a total, where creative insights, market intelligence data, give us the right input in terms of making those decisions about scenario planning or creating a supply chain network modeling or even making a landed cost analysis, right, to see if there is any, you know, gain by moving the production or the sourcing from one point of the world to another. How does it work? Will that benefit the customer? Will it be cost effective? Will it improve the lead times? So these are some of the decisions our teams keep applying day in and day out to manage these options and exception handling. Because exception handling, like you said, is no longer exception handling, but it's more become the norm. Yeah. So you mentioned the multicarrier and multimode flexibility. How actually does having all these capabilities you hand translate into faster response and lower operational risk? Yeah. It's I can give you an example for that. When there were tired uncertainties at some point of time, a lot of, customers approached people with, okay. What can we do with this? Is there anything that you could give us as consultation and recommendation with your experience? Right? Because with practitioners of of, you know, living this every day. So at that point of time, we were able to use our predictive insight for AI operational models to create a pipeline network of modeling, taking their current cases as these cases and the way they operate, and we were able to recommend multiple different models, you know, which gave different outcomes. Right? It gave it gave us, you know okay. What is the outcome that you wanna achieve? Is it a faster lead time that you're looking at achieving? Is it a less cost to serve? Or would you like to kind of, you know, get over the entire uncertainty? What is it that you're looking at? Right? So based on the scenario plan, we were able to create, generate multiple supply chain network models, which the customers took it as a recommendation. And then they would come back and tell us, okay. This is a model that I think, you know, we we need to apply. And if there's something that Jira can do, and, yes, we can do that. Right? Because we have multiple sites. We have multiple network of operators that we work with. So anything that the customer needs in terms of the situation and based on the scenario, we were able to put those plans and action quickly. And since we were discussing this ahead of time with the customer based on their input, it wasn't a one-sided decision making, but actually, you know, converting a pinpoint into an opportunity which the customer did not have. Right? So that's how we we engage the customer. We work on a consultative note. We provide the recommendations. And when things have to come into action, you're also practitioners that put these in plans into action. That sounds excellent. Something that gives you all of the data and then enables you to make the decision. Exactly. Exactly. So, I mean, obviously, we've just spoken about two great examples at Jabil there, but what are the practices that set Jabil apart when it comes to operational resilience in logistics? So like I said, very clear governance models. That's number one. Our leadership, our vision drives us right from the beginning. We are a supply chain backed manufacturing company. And that's our vision. And that's how we work and and live it every day. So it's clear from the leadership mindset and also from the governance models, how we are set up as an organization. The other part is is, like I said, we work with the customer. We are practitioners. The data that we provide is not just a consolidated data, but a practitioner level data, which the customers can take it and apply it to their own scenarios and cannot tell us what would they like to do in this particular, you know, approach. So I think that's where JBL stands out in terms of being able to pivot and implement different models based on customized scenarios and what's the actual reality of the situation. So let's look back at the people quickly. For that next generation of talent that's coming in now, what skills are most critical to handle disrupt disruption effectively? You know, skills that weren't needed five years ago. Yeah. Absolutely. You're absolutely right, Hussein. When I started working in logistics and supply chain, it was a very simple operational level experience that was needed. And we would gain it by being just being there on the ground every single day. You learn it by experience. Right? That's how it was. Today, there's a lot of courses. There's a lot of, you know, supply chain syllabus that's going through, in in schools and universities where people are are put in front of, you know, a lot of information that you can actually, you know, learn in school rather than just being put in front of a customer and say, here you go. Figure out yourself. Right? Those skill sets are definitely needed because that's how you gain experience, but you're also learning a lot as applied to management, logistics planning, digital tech stack, AI, and everything. So I think right now, it's it's it's a combination of both the real world experience of operational efficiency and also learning it in schools and then how you combine it together. Today's, logistics and supply chain, they need to have a very tech curious mindset. I'm not saying that you need to be a tech expert in doing this, but you need to have a very tech curious mindset. You should be open and open to learning new ways of working, how to work with data, how to make, you know, references out of it, how to apply that for decision making, how to do a landed cost analysis. If you ask twenty years back, what's the landed cost analysis? I don't think the term even existed at that point of time. You would just say, this is my plan a. This is my plan b. And now you have, like, very specific names or terms for how do you do it. Right? There's scenario building. You know? What kind of scenario are we working in? If, you know, some of the criteria in that scenario change, how do you make use of the data and move to the next scenario or give a different outcome based on the way these things change? Right? So there's a lot of data, analytics, AI, a lot of tech stack. And how do you bridge and actually bring that together by bringing in young, new technology minded individuals and then also pairing them with people that have operational efficiencies that have been built over time and experience. I think that's where the the beauty of today's, world of what is the quality. So, obviously, you mentioned that they need to be, you know, tech curious. They need to they need to look into the tech that's coming up, and AI is huge and it's massive at the moment. How do you see the evolution of AI and supply chain, and how does it affect those skills? Yeah. AI is everybody's talking about AI. I think AI is something which has actually revolutionized, many industries including supply chain logistics. What's happened with AI is, you know, just take a monotonous, repetitive task, and then how you move that away from a human touchpoint to a competing, you know, automated one. That's where AI started. And it's useful in many situations in logistics and supply chain planning where AI has actually motivated the human touch. It's broken the sandals and enabled the, disability, appear end to end disability. So it's no fun. Just all making the technical transactions to creating, you know, analytics mindset, breaking the barriers, breaking the silos, creating end to end disability. So those are some of the things that I find already AI is bringing into logistics and operations opportunity. Now people have more visibility to making decisions from, a top level standpoint and also enabling the the logistics operational efficiencies by moving with mundane, you know, day to day work and, you know, spending more time in analysis and being able to be agile in your decision making. That's it. Yeah. It comes into play today. And in theory, it should actually make the job more appealing and more interesting because it's giving you a higher level of strategy instead of, you know, the the bogged down work that everyone does when they start a new job. Yep. I can tell you. Sometimes, within a documentation, it's you're pretty knowing what you do. But then if you have an AI agent that is able to, like, you know, sift through a file of documentation and then clearly say, okay. Everything is fine. Just these two points need to be handled. Right? It's so important today with the level of compliance requirements, the security arrangements. Just giving an example of documentation you want right where, things like AI agent can actually help you in just figuring out the exceptions rather than doing it at a full time job by itself. Right? Like, switching to papers and papers of you know, paperwork and documentation. That's where I think AI is super helpful. Going through compliance regulations. You wanna export to a new country. You wanna do business with a new vendor. How do you get to know the vendor? How do you get another country? How do you know about the regulations, the compliance requirements? It can be desired when you wanna start over something, and AI needs to be easy. You gather market intelligence. You put it through the AI models that you have, and then it comes up with very clear steps. You know, it can even break it down to steps that say, like, okay. This is your first step. This is where you start. Because sometimes having too much data could be mind boggling. But AI tools help you break down that mind boggling data into a series of steps. Sometimes you can do simulation models using AI. So it helps you to say, okay. If I do this with this kind of dataset, how does it help me? What would be the outcome? And if you don't like the outcome, change a few parameters. Run the simulation model one more time and see whether you land in the outcome that you do value. So there's multiple ways you can work with the tech stack and the AI models too. So let's shift then to leaders. So not the new hires, the leaders instead, who are still stuck in that reactive rather than proactive stage. What would you say is the first step to operationalize resilience across their team? Yeah. You said it yourself. It's the mindset that needs to change from being reactive to being proactive. Right? So it's the first thing to change is the mindset. That's one. The second thing that needs to change is looking at logistics and supply chain as an operational efficiency gaining platform to a strategic decision making platform. So that's where the second level of mindset change. The third one is the vision. Where do you wanna land yourself not just for short term, but for long term. Right? So you have to create a vision that doesn't speak to cost efficiencies, cost serve, you know, in the long in the short term, but also to get how does my business sustain and run for the next five years, for the next ten years, even if there are multiple disruptions that are happening. So that's when there's an entire shift in the way people start thinking about supply chain planning, operational planning, and how to build resilience, not just as an optional one, but as a day in and day out. Right? So people start practicing it. So I think that's where the leaders need to develop those mindset. And the second thing is, investing in the right thing. Leaders also need to start it because there's so many options available today. Each option, you know, plays to a different outcome, a different benefit that comes out of it. How do you choose what is the right, tool to use? So that's something that investors should spend more time making those smart, investing decisions into AI, into the tech stack, building the right tools that help their supply chain business, being able to, you know, put those plans into action. And let's be honest. If leaders aren't already looking into resilience or having a robust resilience plan, they're already five five steps behind. Absolutely. Absolutely. I mean, that's where, right, the the the mindset change comes. Because previously, people used to do business continuity plan. If you remember those times where there were BCTs, you know, laid out papers, documented, tedious, signed, reviewed. Every year, there's a new version that comes up. That's how we were doing, you know, business engineering planning. Right now, that's very reactive. Right? The way we are looking at things right now is resilience time. We are looking ahead in the future. How can something sustain for future? I'm building a plan that could not be a close model of what could be done right for next. Right? We're looking at what should be done. You know, how to plan for that. That's what we're doing in operational resilience planning. So it's it's moving the mindset from being reactive, you know, doing business continuity planning into planning ahead for the future using operational resilience and stability as a main focus. So let's continue then looking ahead. What do you see as the biggest hurdle for logistics leaders in the next two to three years? I wouldn't call logistics as a hurdle now that I'm living it for the last couple of decades. I think we are in a place where supply chain and other space are actually opportunities rather than just pain points. And we just have to start realizing that that, you know, that's super strategy and it's super important to put that, you know, advantage of having a real to your governance model structures in place, having a diversified network of operators, having great vendor, you know, partner sort of relationships. You know, that becomes more and more critical. Right? Just ignoring the financial implications part of it because sometimes we just also start looking at how am I, join to pay for this, you know, for for creating this kind of model. So looking at it from a very short term financial gain, so I'm going with the cost effective operator. The leaders have to stop thinking differently about how do I gain long term. Is this going to make my business, you know, sustain for the next few years? Am I, putting that stability part away? Am I ignoring that for cost to start or short term cost gain? So they have to start looking at that and create models that help you take over not just financial gains for the short term, but also build stability for the future. So that's one one step if it's done right that can convert the pain point into an opportunity. That is something that the velocity leaders start looking at today. The second one there, I would say, most emphasis is to bridge the gap between the new generation of logistics experts, the supply chain experts that are coming in, giving them the pairing of the operational knowledge that is already existing in the market today. How do you bridge the gap? How do you work with an aging workforce and pairing them with the skilled workforce that's coming into the market today? How do you bridge that gap? That's definitely something that, you know, just the leaders switch how we start thinking about how you bridge that gap. The third one is, again, about how do you make trends out of these multiple tech products that are coming out in the market? Which ones to use? Which ones to, you know, maybe optional but not use it now? Which ones to invest in? Which one should I put into operation right now? Which one is a must have, which one is, you know, more complex for my team. And also making more decisions of what is what is the right fit for your organization that's also becoming something that the logistics leaders, you know, see this thing different. So definitely on the mindset, you know, the workforce gap that we have today and also investing in tech. I think we have three, I wouldn't call it pain points, but opportunity waiting for a decision. So, finally, then, in this section, what is Jabil's logistics service as a model, and how does it differentiate itself from three p l's and four p l's? Okay. That's a great question. Everybody answers it. You know, when is Jabil's structure or what is Jabil's USD. Right? So we're not a three PL. We work with multiple three PLs. We are if you would call us as an orchestration leader. So an orchestration layer should be multiple levels of all the TPLs. So, you could be fourth year in some instances. We're also five years in some instances. So we have a diversified global TPL partner network where we work with multimodal, multi carrier routing capabilities. What we provide to our customers is this portfolio of mix that the customers can use instead of signing up, you know, a single point, multiple CPL contracts. So we work as the orchestration layer where we enter into these, contracts on behalf of our customers. We access the fourth year layer and being able to move the build from, you know, their, you know, production site until the last mile, creating health facilities, you know, providing consolidation, providing fulfillment capabilities. So we have to support here. In many instances, because we are also manufacturing entity, we also act as a five PL layer where we are actually moving the components inbound production and also making sure that the finished products moved last month and also, you know, going to the end customer sense. So in that sense, we also act as a five PL, you know, connecting the, the production with the delivery. So we do this by integrating, you know, our entire network. And the way we do it is we provide the end to end visibility using our digital platforms and with that. We also have teams of trained with the stations and, you know, big partner network that sits within India, Europe, and and North American area where we sit together. We have a team of registrations, the front chain experts that do this every single day. Brilliant. Thank you so much. We are running out of time, so I'll move us on to our q and a section. And the first question, we've talked a lot about mindset, actually. How how do you build resilient a resilient mindset in a team that's traditionally focused on cost and efficiency? Yeah. It starts with the leader. You know, we we talk about it more for terms of conversation. We need to start looking at resilience not as an optional one anymore, but we have to start bringing in the mindset that we need to look at it in a more proactive manner and then in a reactive mode. So it's back to the leaders. And the models that you established as a leader in the organization, you know, clearing the path for silos, decision making, providing you with, your communication path, escalation matrices, providing the, the decision making, skills by giving them data enabled platforms. So everything is is is starting with how you define the organization for supply chain, and what's your vision, you know, for this year, for the next year, and for the next five to ten years. And then how do you put each of these plans into action? Why your short term goals, your midterm goals, and your long term goals for making sure that, you know, operational resilience is is taken care of in each of these parts. So that's where I would start. Brilliant. And the second question, actually, we've talked about loads as well. So we've talked about how disruptions are probably the only constant in supply chain. Yep. In this environment, how are we able to balance methodical operational practices with the need for agility and fast decision making in real life? I think that's a brilliant question. It's always a balance that's needed. So you have a model that is workable given this particular scenario, and that model comes into play. And you need to establish two sets of, you know, metrics. One, making sure that your operational efficiencies, your financial, outcomes are reached. So that's definitely something that you need, to work with it. So very clear metrics definition for operational efficiencies. And I think the logistics and supply chains have evolved over the years to define what those metrics are. The cost to serve, the on time deliveries, you know, those are some of the metrics that you will look at. How much of safety stock to keep? How do you make sure that the lead times are are consistent? You know, just in case, just in time. So those kind of operational efficiencies. That's very important. Super important. On top of it, people shouldn't forget the other metrics, the ones that we talked about, the lead time variability on and info, you know, those KPIs, how you sustain your supply chain, is your partner the right partner to work with? Do you have a single point of breakage where you're dependent on a single partner, or you have multi model multi partner capabilities. You have a diversified network. You have a plan b in action. So those are some of the other metrics that you should always keep evaluating your entire supply chain. So the ones on operational efficiency, you could actually pin it down to a single operator, and you're able to pin down how the performance looks. But this one is a total evaluation of your entire supply chain, the the resilience KPIs. You need to always make sure that your organization runs through those KPIs to see if this partner who's very good on operational efficiency is also the right partner for your operational resilience. You know? So that's something that you always need to keep a balance on and keep moving the models, create those, data driven outcomes, for your teams to be able to enable those decisions. Brilliant. And finally here, we've got a question. From your experience leading global logistics operations, which of those foundational capabilities have the biggest impact on response time and service stability? Can't pinpoint on one single single element, but definitely mindset make a big change. Having the right metrics makes big impact. So anything, you have to run it through with the data models and see which ones make the biggest impact in disruption. Right? Being able to run a supply chain moving, you know, during a time of disruption is definitely a big impact. Being able to make revenue even though there is, you know, an issue going on with the supply or with the demand situation, being able to keep that sources of supply coming in, you know, making sure that you're able to meet it, activate demand. Those are impactful KPIs impactful. So always a leader's thought process should be, I'm making this change. What is the impact going to be? Is it going to make an impact to my to my stability? Is it going to make a short term impact to my maybe a 10%, you know, operational efficiency or a cost gain? Or is it going to make a 5% impact on my overall business in the long run? So those are some of the things that you should consider while meeting plan for operation. Brilliant. Thank you so much, Priya. That's been amazing. Thank you. Thank you for having me here. It's been it's been a pleasure. Unfortunately, that is actually all we have time for. So, again, a massive thank you to you, Pria, for sharing such valuable insights on operational resilience in logistics. We hope you are now inspired to strengthen your responsive and embed resilience into your supply chain operations. All of these topics and more are covered in Jabil's most recent white paper, redefining supply chain resilience through logistics as a service, which you can find on the Jabil website or in the document section on the right hand side of your screen now. So thank you all again, and come back and watch again, please. So bye bye for now.