Jul 14, 2026 · 50 min · 12 segments
Supply chains are made up of thousands of interconnected pieces, each with their own customers, suppliers, and responsibilities. In a global economy, how can any one company, let alone one person…
Peter SwartzGuestSteph SpeirsHost
So to think about just sort of what does it mean to understand a supply chain network, I mean, you said it very well, where it's a network, and it's a network not just in the sense of, oh, like, you know, like it's literally like a network of connected facilities producing goods, but it's also a network in the sense it's a s- set of connected companies, and it's a set of relationships.
And so as you think about, like, what does it mean to have trust? I mean, one, it's those personal relationships.
Two, it's the ability to actually have and understand and audit a production network at scale.
So you can s- so you can really, like, go through and say, "Okay, this is both what I've been told directly, but I can see it from underlying, say, transportation or corporate registry information or otherwise.
I can see that we don't, two tiers back, have an exposure to, say, sanctions, or we have an exposure to something like a bottleneck that's gonna be activated either just because a factory might have a problem and then disrupt all my production because I can't get that, you know, golden screw or, like, that magnesium." Um, uh, but fundamentally, you're then able to, like, reach out and then, like, say, "Hey, I can see this problem," 'cause you've got it from external validated sources or from a sort of a compendium of different sources, proprietary and public, but then you're able to act upon it.
And then that builds up that trust and that relationship, both because you know what's happening, you can trust, you can verify it, and then you can act together.
[chuckles] And, uh, explain Altana to, say, a manufacturer who has ten suppliers that they know of, and how-- what value are they p- paying you to get from Altana?
So I'll talk-- So, you know, it-- well, I'll talk both to the compliance side, the resiliency side, and the efficiency side of-- I mean, sorry, you're a company.
So to think about just sort of what does it mean to understand a supply chain network, I mean, you said it very well, where it's a network, and it's a network not just in the sense of, oh, like, you know, like it's literally like a network of connected facilities producing goods, but it's also a network in the sense it's a s- set of connected companies, and it's a set of relationships.
And so as you think about, like, what does it mean to have trust? I mean, one, it's those personal relationships.
Two, it's the ability to actually have and understand and audit a production network at scale.
So you can s- so you can really, like, go through and say, "Okay, this is both what I've been told directly, but I can see it from underlying, say, transportation or corporate registry information or otherwise.
I can see that we don't, two tiers back, have an exposure to, say, sanctions, or we have an exposure to something like a bottleneck that's gonna be activated either just because a factory might have a problem and then disrupt all my production because I can't get that, you know, golden screw or, like, that magnesium." Um, uh, but fundamentally, you're then able to, like, reach out and then, like, say, "Hey, I can see this problem," 'cause you've got it from external validated sources or from a sort of a compendium of different sources, proprietary and public, but then you're able to act upon it.
And then that builds up that trust and that relationship, both because you know what's happening, you can trust, you can verify it, and then you can act together.
[chuckles] And, uh, explain Altana to, say, a manufacturer who has ten suppliers that they know of, and how-- what value are they p- paying you to get from Altana?
So I'll talk-- So, you know, it-- well, I'll talk both to the compliance side, the resiliency side, and the efficiency side of-- I mean, sorry, you're a company.
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