WEBVTT

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Hey, what's up, Toby? We've made it to sick to

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episode. I almost 60. I'm getting happy over

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a year. No, like episode 30. Happy 30. I know

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the halfway point to 60 as you point out the

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halfway point. We're on our way. Celebrate. We've

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made it. I know we've made it over half a year.

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So that's exciting. Love it, man. Today's topic

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is supply chains ripped from the headlines lot.

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So if there is, if there is one thing that moves

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very, very smoothly in our world that humans

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actually touch, it is when you manufacture millions

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or billions of something. Thinking about that

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for a second, like millions of units, that's

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beyond a human scale. Like that is such in synchronized

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dance. I tried knitting for a very brief time

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when I was expecting my first child and my mother

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-in -law was like, you can hold water in that

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pot to cozy. I was knitting it so damn tight.

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There's no world in which I could bust out, you

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know, a dozen pair of Nike Flyknits speakers

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in any capable amount of time. Today's supply

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chains are powerful. Yeah. Well, and they're

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super efficient. Right because when you have

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when you have to receive a million form factor

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iPhone Cages that the motherboard gets put in

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and I don't know I don't even know all the pieces

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and parts, right? Right, but there's someone's

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making the camera. Yeah, and It's not Apple or

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maybe they are but they're not making the camera

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in the same place where they're assembling the

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thing Yeah one of the Things that I've done in

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my career as I went through a McDonald's fry

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factory Pretty close and what was amazing is

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the lack of people. Oh There was a guy driving

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a truck and there was literally a guy with a

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hose that was they put all the Dump truck dump

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the potatoes and a guy with the hose was basically

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hosing the potatoes into a little trough and

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Then you got to the end and there was fries Like

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it was fascinating, but there was literally no

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people, but like from a process standpoint, it

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was so flipping cool. I bet. Like they had, and

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this was, I mean, it was probably a decade ago,

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but like they would fry these fries and if they

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had too much sugar, they would either be green

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or black, right? Because of the sugar, the sugar

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content. And they had a little eye and if they

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saw something that was out of spec from a color

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standpoint, it shot air. To like long enough

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with the conveyor belt or yeah, so it came off

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the conveyor It was like a little it was like

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a little fry waterfall and it if it saw if the

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little fry waterfall Had like it was too green.

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Yeah, or it had black spots It was like little

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air little air guns just shooting the stuff out

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and then I think they fed that stuff to the cows

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or something anyway, it was but from a from a

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process standpoint you literally have you know,

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you have a multi -million dollar facility that's

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built on multi -million fry boxes sold every

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day. It was ridiculously efficient. I think about

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that a lot, and then with all the trade stuff

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that's going on, it makes me think. McDonald's

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fries are still going to be at the factory that's

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pretty close to my house. And what happens with

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Apple? Obviously they were going to put a tariff

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and then they're not. I'm not sure we know what's

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going on, nor do other people that are even in

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charge, which is fine. They'll figure it out.

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Something will happen or won't. But if you think

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about those Apple facilities that are in China,

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You can't just pick those up and say, Hey, let's,

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let's, let's move to Mongolia. No, that's, that's

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super interesting that the evolution too. Um,

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we were talking a few minutes before we started

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about this and just kind of laughing about traditional

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supply chains dating back hundreds of years.

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Oh yeah. You know, and like the textile business,

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one of my favorite examples is Berkshire Hathaway

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was not just a holding company. No, they're a

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textile company and a terrible one. Yeah, but

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what a great name. Sure, it sounds very dignified,

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you know. I'm going to go, that's the IZOD holding

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company. It doesn't have the same ring, too.

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But, you know, so many of our union rights and

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labor rules are the byproduct of, I'm thinking

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about the triangle shirt factory fires. I think

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it was in Chicago. 20s and 30s and millions of

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people got trapped because the owners didn't

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want them going out and smoking on the fire escapes.

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Yeah. Right. And so I hope that's right. Some

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some history that will go. Actually, Toby, that

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was 1918. And you're peeing off that. I don't

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know. Anyway, the idea that there's a there's

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a number of reasons why heavy industry, light

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industry left the U .S. as we were trying to

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recent regulation and try to bring just some

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of the rampant damage that comes with heavy industrialization.

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We sent it to another planet, also called Asia.

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And now all of a sudden we don't have those competencies.

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I think about what is our supply chain here?

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Our farming now is not 40 acre plots to sustain

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a family or two. It's... 500 ,000 acre plots

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mass industrialization of corn products so that

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we can put in our gas tanks. It's super crazy.

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Well, it's interesting you talk about textiles.

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When I think textiles, I think original textiles.

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I think England. That's where they were in Lancashire

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or whatever city they were. And then they move

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to the US. to get closer to cotton. Yeah. Right?

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I ship it across the sea only to produce goods

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and send them back. So you're closer to the source,

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raw material, right? Then to your point, labor

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gets more expensive in the United States. It's

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easy to ship the cotton overseas or have it grown

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overseas. So it goes to China. Right? Then it

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goes from China to Vietnam and China upgrades

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to chips, you know, microchips. And then, you

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know, from Vietnam, it's going to go to Malaysia

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or somewhere else. But like, I don't see that

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coming back the other way. I don't think, you

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know, China is going to be like, you know what,

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let's be a textile producer. Or the US is going

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to be like, you know what, let's get into textiles

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or go all the way back to England. Right. Yeah.

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The British are saying, we'd like to take back

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the brad cloth industry. We have a little island

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where we can't grow half the things that are

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necessary inputs. No, I think they're too smart

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for that. But you're right, Chris. Once the genie's

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out of the bottle, once complex supply chains

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have let their short, what are the implications

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for that? I feel like we're at each of the consumers

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backed by trillions of dollars in natural resources,

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but otherwise we're coming bankrupt, you know?

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Well, I mean, like we are going to follow, like

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England's done okay. Right, but but ultimately

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our the wealth is gonna get spread out over the

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US or over the world. Yeah, like But if you think

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about like even cars, right like cars were in

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Detroit, right like right US it was Detroit and

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then there was obviously, you know, like it was

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more global because moving a car is easier is

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harder than moving assured but Like even in the

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US it went to it went to Japan. Yeah Right, or

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it went to where's Like, well, now we have so

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much of like Hyundai and Kia coming out of Korea,

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right? It keeps growing, right? Because Japanese

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also only have so much industry. You hit a maximum,

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right? Correct. And then all of a sudden you're

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like, we need higher value goods. It's interesting.

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What do you think the highest value goods are

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that we produce here? It used to be education.

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Like we used to be a destination for higher education

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and we were producing PhDs and we were keeping

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a lot of them and that fed our tech. I think

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I think I think I think it's talent you still

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think it's talent today, but but but but we import

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our talent. That's I mean like like how So like

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apples apples, you know engineered in Cupertino

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right like You know, you've got Amazon Amazon

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web services right like out of out of Seattle

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like and it's not to say that there's not a lot

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of other Smart people and you know China They

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got a lot of people there So they will do just

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they will do just fine like the challenge ultimately

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is like from a manufacturing standpoint the only

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way this stuff comes back is through a major

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like a Through a technology shift most mostly

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right like trucks trucks have stayed in the u

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.s.. But trucks are big yeah, and in the major

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markets in the u .s.. And so it makes sense that

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they would they would stay here Tesla came here

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because electric vehicles were a thing. And it

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wasn't government incentives. And then the trading

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of green stamps, green credits. I know this,

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but that's the heart of the business model, right?

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All of their production is creating all these

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extra green credits that they can sell to dirty

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manufacturers so they'd have... don't have to

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clean up their operations. That's, that's been

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known since early 2000s. Um, and so, yeah, it's

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really interesting, but in the meantime, uh,

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I have, I've done work and know folks in the

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solar, uh, that long solar supply chain and an

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early client would import what I would describe

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as dirt, right? But it was silica rich sand.

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They would import from almost anywhere in the

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world, but they would bring it. civic Northwest

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because we have all this hydroelectric, which

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makes our, this is so inexpensive. Yep. And most

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significant input for turning sand into poly

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silica is electricity or cycling gas. You've

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got to electrify this. And so they would cart

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it, you know, thousands of miles to take it one

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step in the supply chain. We take those raw materials

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and distribute them thousands of miles to get

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it to the next. Yeah. And so this has been a

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known thing. And so even though, and this came

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out of like the heavy manufacturing long before

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we were in the business of solar panels or computer

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chips, all this kind of heavy manufacturing was

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already in place. Now that's been disassembled

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and shuttered and offshored. So turning that

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key in the ignition is not as straightforward

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as we might want it to be. Well, cuz it's it's

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one of those things where it's like, oh, yeah,

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let's just do this and you're like Well, let's

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you know, if you just think about a phone. Yeah,

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like what do you have to do to get a phone? Like

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from a supply chain standpoint. Yeah, right.

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You've got the chip that's manufactured somewhere

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You've got you know, Ram that's probably made

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it, you know micron right up the street for me

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haven't like well actually funny story So I've

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got a buddy that works at micron and they they're

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building building a huge fab. Yeah, right And

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we're like, where does that stuff go? I mean,

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I'm in Boise, Idaho. We're like, we're five hours

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away from anything major, and that's Salt Lake

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City. And that's not a whole lot to be happy

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about. But if you want to go seven hours, you

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can be in Portland or Seattle. World's largest.

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Ten hours a year in the Bay. I mean, there's

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not a whole lot in between us. Anyway, I'm like,

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where does this stuff go? One of my other buddies

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was like, well, let's put it on a train. Like,

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would you put it on a train? Like, that would

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be cheap. And my buddy that works at Micron is

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like, No, they'll just fly it. And I'm like,

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where to China? And he's like, these things are

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so small. They'll just put it on a plane and

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they'll fly it to Shanghai or wherever that manufacturer

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is because their supply chains are that short.

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Time is of the essence. That's incredible. And

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so I was like, that's crazy. Yeah. So when we

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talk microchips, we're not talking the size of

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your thumb. No, we're talking like. Very small.

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That's a suitcase full of microchips. Well, that

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explains everything now, Chris. It was just really

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interesting that they're spending billions of

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dollars, a couple miles from my house, only for

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them to most likely fly the stuff to China to

00:14:04.690 --> 00:14:07.710
put into the Chinese manufacturing something

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or other. It was, it was just very interesting.

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Like you can't like, cause where are you going

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to truck it to in the U S? Like, I mean, who,

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who's, who's manufacturing this stuff? I mean,

00:14:17.740 --> 00:14:21.480
you probably will, but like, yeah. The next step

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in the chain though, we're in a world where transportation

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is relatively inexpensive now, whether it's whites

00:14:28.100 --> 00:14:30.960
or boats or, you know, we've solved fundamental

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transportation. I hadn't thought about them actually

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flying chips. That makes perfect sense. Yeah.

00:14:36.899 --> 00:14:39.460
No, it was really interesting. Now, okay, let's

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circle back to process debt and why we have problems

00:14:42.799 --> 00:14:45.820
in our businesses. Yeah, why are we talking about

00:14:45.820 --> 00:14:49.200
supply chain? Yeah, what is going on? You went

00:14:49.200 --> 00:14:51.559
totally off topic. You talk supply chain. I love

00:14:51.559 --> 00:14:54.000
supply chain. You do love supply chain. I think

00:14:54.000 --> 00:14:57.519
it's interesting in that when humans have the

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ability to mass produce something, it is amazing

00:15:03.500 --> 00:15:07.240
how efficient we can be. And in our day -to -day

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jobs, We don't mass produce that many things.

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Almost everything is bespoke. And we don't even

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think about our work in that way. Boy, isn't

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that true. Back to your potato sorter. Yeah.

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Imagine if we had to peel the spuds by hand.

00:15:24.700 --> 00:15:26.700
Yeah. Fetch them out of the fry grease with our

00:15:26.700 --> 00:15:29.279
bare fingers. That's not a job, but somebody's

00:15:29.279 --> 00:15:32.340
got to do it. And then visually sort it. That's

00:15:32.340 --> 00:15:36.820
impossible. Yeah. Yeah. But you had the same

00:15:36.820 --> 00:15:41.049
output every single time. Yeah. And a human could

00:15:41.049 --> 00:15:43.649
do that. A human could easily sit there and do

00:15:43.649 --> 00:15:46.169
that. But you had that same, you had the same

00:15:46.169 --> 00:15:49.009
input, you had the same output. And oftentimes

00:15:49.009 --> 00:15:55.690
in business to be cute, we have the same input,

00:15:55.769 --> 00:15:58.590
but we have a different output all the time.

00:15:59.889 --> 00:16:05.789
Sometimes on purpose, you want to have an impact

00:16:05.789 --> 00:16:08.850
and you know, obviously our our day jobs are

00:16:08.850 --> 00:16:12.450
political and, you know, you got to put food

00:16:12.450 --> 00:16:14.610
on the table. And so it's a little different.

00:16:14.669 --> 00:16:16.649
But I mean, I just think that the contrast is

00:16:16.649 --> 00:16:18.350
really interesting when your inputs and your

00:16:18.350 --> 00:16:20.990
outputs are always the same. It's amazing what

00:16:20.990 --> 00:16:23.970
you can do. But if you're changing both ends,

00:16:24.590 --> 00:16:27.690
it's amazing how messy it can be. And that's

00:16:27.690 --> 00:16:31.149
why our work can be so frustrating. It's funny

00:16:31.149 --> 00:16:32.549
you say that because what that made me think

00:16:32.549 --> 00:16:35.549
about, Chris, was the power of the ISO standards

00:16:35.549 --> 00:16:41.080
for And yet to your point, everything that we

00:16:41.080 --> 00:16:44.519
do as humans, fingers on the keyboard is super

00:16:44.519 --> 00:16:48.440
custom. I can't, I can't build a machine that

00:16:48.440 --> 00:16:51.080
sends off the emails I need to actively communicate.

00:16:51.220 --> 00:16:52.799
We were talking about last week, right? Process

00:16:52.799 --> 00:16:55.179
and the importance of effective communication.

00:16:55.740 --> 00:17:00.070
I can't do that at mass. Yep. Right. We can spam

00:17:00.070 --> 00:17:03.490
people at mass. We hear all these promises. You

00:17:03.490 --> 00:17:05.130
know, we get these LinkedIn things depending

00:17:05.130 --> 00:17:08.450
on what your channels are. But yeah, that's a

00:17:08.450 --> 00:17:12.410
great call out. So the enormous volumes of manufacturing

00:17:12.410 --> 00:17:14.990
and supply chains really does assume that we

00:17:14.990 --> 00:17:17.009
can do millions of things identically and that's

00:17:17.009 --> 00:17:20.990
the desired goal. Well, and I think if businesses

00:17:20.990 --> 00:17:25.049
stop trying to be so creative with some of the

00:17:25.049 --> 00:17:26.769
standard things that they're always going to

00:17:26.769 --> 00:17:30.650
do, Like businesses are always going to do a

00:17:30.650 --> 00:17:34.289
QBR. Like you're just going to do them forever.

00:17:34.930 --> 00:17:40.970
But why do they have to be Q? And I wrote an

00:17:40.970 --> 00:17:42.890
article on this, I don't know, probably three

00:17:42.890 --> 00:17:45.430
years ago. It's like, just give your people a

00:17:45.430 --> 00:17:49.170
form. Have them fill out the form. Have your

00:17:49.170 --> 00:17:52.089
marketing team make the PowerPoint. Give the

00:17:52.089 --> 00:17:55.769
PowerPoint to the people for them to edit. And

00:17:55.769 --> 00:17:59.650
then you're done. Yep. And then if you do the

00:17:59.650 --> 00:18:01.470
same form the next quarter, you know what you

00:18:01.470 --> 00:18:04.730
can see? What happened last quarter? Yeah. I'll

00:18:04.730 --> 00:18:07.789
tell you, because speaking of textiles at Berkshire

00:18:07.789 --> 00:18:10.609
Hathaway, I was at an energy company that was

00:18:10.609 --> 00:18:13.529
acquired by one of their subsidiaries. Oh, yeah,

00:18:13.529 --> 00:18:17.009
yeah. And the first day after it was official,

00:18:18.029 --> 00:18:19.990
everybody got an email that said, reports will

00:18:19.990 --> 00:18:22.329
now look like this. It's going to be in this

00:18:22.329 --> 00:18:25.299
font. It's going to be in this layout. Thank

00:18:25.299 --> 00:18:28.220
you. And think about how big a machine that is,

00:18:28.339 --> 00:18:31.099
you know, to be able to sit on whatever it is,

00:18:31.400 --> 00:18:34.759
7 .5 gazillion dollars in cash while they're

00:18:34.759 --> 00:18:37.160
climbing the market. The reason why they can

00:18:37.160 --> 00:18:39.960
do that is everybody understands they're part

00:18:39.960 --> 00:18:43.039
of this enormous machine that has to work. Correct.

00:18:43.980 --> 00:18:47.319
And imagine like how much mental space that frees

00:18:47.319 --> 00:18:50.220
up. Yeah. When you're not trying to figure out

00:18:50.220 --> 00:18:54.630
like, is this font too big? Yeah. Is this, do

00:18:54.630 --> 00:18:58.029
I have too many bullet points? Like just give

00:18:58.029 --> 00:19:01.049
the people a form. Yeah. And give it to your

00:19:01.049 --> 00:19:03.029
marketing team. Like maybe we should start this

00:19:03.029 --> 00:19:07.029
business, Toby. This is what we should do. QBRs.

00:19:07.029 --> 00:19:11.690
QBR. The QBR form factory is something extraordinary.

00:19:12.509 --> 00:19:15.490
Processed that killer. The irony, Chris, is that

00:19:15.490 --> 00:19:17.349
I would dare say that if you and I jumped in

00:19:17.349 --> 00:19:19.650
a time machine and went back to the early days

00:19:19.650 --> 00:19:22.660
of GE. you know, 30, 40 years in where they had

00:19:22.660 --> 00:19:24.759
some routines and process, maybe about the time

00:19:24.759 --> 00:19:28.619
Welsh was starting to come up. I bet the conversations

00:19:28.619 --> 00:19:32.539
around QBRs were at least as competent, if not

00:19:32.539 --> 00:19:36.319
more sophisticated than we have today. Right.

00:19:36.480 --> 00:19:38.380
Because they didn't have PowerPoint to muddy

00:19:38.380 --> 00:19:42.079
it up. Oh, yeah. Have the graphics guy do some

00:19:42.079 --> 00:19:44.819
cutouts and use his protractor and bring in the

00:19:44.819 --> 00:19:47.900
chart. Yeah. You know, it was it was written.

00:19:50.170 --> 00:19:52.710
Not the baffled with bullshit that we have today.

00:19:53.049 --> 00:19:58.609
Yeah. Well, like what's interesting is like We

00:19:58.609 --> 00:20:01.490
you know, I think oftentimes we use PowerPoints

00:20:01.490 --> 00:20:05.130
in in lieu of writing because it's easier to

00:20:05.130 --> 00:20:09.089
consume Yeah, and much easier to deceive. Yeah,

00:20:09.650 --> 00:20:11.789
but not and not not like maybe not even intent

00:20:11.789 --> 00:20:14.150
like even not even intentionally but like that's

00:20:14.150 --> 00:20:16.309
interest you puts, you know, you have to you

00:20:16.309 --> 00:20:19.599
have to clarify something complex on a PowerPoint

00:20:19.599 --> 00:20:22.700
in four bullet points, you're going to miss some

00:20:22.700 --> 00:20:25.019
things. And you're going to say some stuff and

00:20:25.019 --> 00:20:26.579
the assumption, and you're going to have that

00:20:26.579 --> 00:20:29.059
communication break. And then all of a sudden

00:20:29.059 --> 00:20:30.440
they're going to, you know, they're like, well,

00:20:30.440 --> 00:20:33.079
why, why didn't you tell us that? And you're

00:20:33.079 --> 00:20:35.480
like, I did on PowerPoint on bullet three. You're

00:20:35.480 --> 00:20:37.900
like, that's not how I read it. You're like,

00:20:38.019 --> 00:20:42.059
did you not go to the management notes and disclosures

00:20:42.059 --> 00:20:48.680
on appendix 37C where I outlined. I gave my Safe

00:20:48.680 --> 00:20:54.299
Harbor statement. This may or may not result

00:20:54.299 --> 00:20:56.539
in something that actually may happen. That's

00:20:56.539 --> 00:20:59.819
right, Safe Harbor. That's funny. All right,

00:20:59.880 --> 00:21:01.779
man. We did it again. I love it. Thanks, sir.

00:21:01.779 --> 00:21:03.640
Good conversation. I appreciate the reflection

00:21:03.640 --> 00:21:06.220
on supply chains. All right, buddy. Have a great

00:21:06.220 --> 00:21:08.819
week. See you next week. All right, bye. Bye.
