 Welcome back, ladies and gentlemen. I'm pleased to get us started on our last session. And certainly, this is going to be a very interesting session, much as the others are, but this is very pertinent to the challenge that every one of us is facing right now, and that's dealing with the pandemic, the COVID-19 virus. And we are very fortunate to have Professor Yossi Sheffi, who is the director of our center, the MIT Center for Transportation and Logistics. As well as holding a number of other positions at the institute. He's the Alicia Gray Professor of Engineering Systems, and has been a very prolific producer of relevant material in the entire supply chain domain, but particularly in our world of resilience and the challenge for supply chains to be resilient. I would argue that he's the world's foremost authority in this subject matter, particularly evidenced by all the great content that he's produced and shared regarding COVID-19. And we're fortunate to have him today to share some of that with us. Yossi, I'll turn it over to you now. Thank you very much, Jim. And hi everybody, good afternoon. Thanks for staying with the last. I hope to keep it worth your while. So we'll talk about COVID-19 and we'll cover the, what should corporations do now, how they should look at customers, what will happen in the next year, year and a half, what will be the new normal after that, what does supply chain look like, and a comment on environmental sustainability beyond the current period. So first of all, you know, there are many, many risks. And we usually talk about random phenomena, things like, you know, natural disasters, accidents can derail what we do. Politics, of course, when you have tariff wars, when you have other issues, non-compliance can bring companies to their knees. Competition can come from unexpected places. You know, sure, Apple, I'm sure, you know, Nokia never thought that going from 67% market share to 3% market share would be done by a computer company that's never been in the business. The economy, we're now living it, but we had before a significant downturn. This is very significant downturn, comparing probably to 1930s. Issue with social discontent when people are demonstrating against the use of animal against using fats, whatever. Intention disruption, of course, when we have issues like terrorism, there's also intentional disruption in terms of work-out and things like this. And finally, we're going to talk about pandemics. So they're all very different than I like to call what they call the Anna Karenina principle. So the story of the happy families are all alike. Every unhappy family is unhappy in its own way. We usually say that every disruption is different. Every disruption comes with only kind of misery, disasters, causes, not all the same. It is true. However, the management of most risk involves certain principles that are applicable to almost all of them. Prevention, detection, response. So they're a generic preferential step and then generic response steps. So what do companies are doing? They should think about having an emergency management center to get all their information in one place. We talk more about all of this. Think about how they communicate, how they make decisions, how they look at suppliers, how they look at the side, which product and customers to keep supplying, what did they do about their finances, and how they plan for recovery coming out of the COVID-19 era. So when I talk about emergency operations center, when I talk about is a general, is a place where a lot of information comes into and decisions are being made there. It's a general information decision-making function. It looks something like this. That was before the current pandemic. Right now, most companies operate the centers like this virtually. They are responsible for taking care of employees. So right now they are looking at employees, how they're doing at home, how the families are doing, how do we bring them back? They're taking care of the business ecosystem. How do we keep operating when we are under the COVID-19 regime? How do we keep operating when customers completely change what they're buying, when they're buying, if they're buying at all? And taking care of communities. Many of these large companies operate in a community and selling to areas where there are communities that they have to take care of. Just as an example, this is the emergency management center of Walmart during a small hurricane. A big hurricane, there'll be a lot more people, but it's a small hurricane trying to manage the response. Right now it's done online. This is the emergency management of American Airlines. There's nobody there. Nobody's flying right now. So the next thing that we have to talk about is crisis communication. How do we communicate to the various constituency that companies should be communicating to? So center for having ready communication to all stakeholders. What I mean by that, it used to be that we needed the envelope to send letters to everybody. Right now we need everybody's email address and we need to have a script for each one of our constituents. And the constituents are employees and customers and suppliers and the media and shareholders and analysts and the community. We need to communicate clearly and consistently to each one of these constituents. Most importantly, speaking with one voice. The company should get its act together and speak and communicate all this information consistently. We need to know who is in charge. If you recall after President Reagan was shot, General Hague went on television and said, I'm in charge. Actually, he was not in charge. Behind the president is the vice president and then the speaker of the house. The Secretary of Defense was not the next in command. The next thing that we should think about is give accurate information. And when I say accurate information, accurate information is also, I don't know certain information. I'm still looking at it. So it's what we know, what we know that we don't know. So I'm still looking at, say, what is the significance of antibodies? Are people getting actually immune or not? Well, we don't know, but we are looking at this with gusto. We're trying to understand if the world is looking at this. And then there are things that we don't know. We don't know. I still unknown. We don't know how long this will take. We don't know if some vaccine will be developed, will be effective. A lot of things we don't know. But communicating this and admitting that things that we know, we don't know is extremely important. In terms of decision making, I call it the swim your own lane. There are many examples when there's, there's an emergency operation center that has all the information. It has people who understand all the intricacy of building the product and understand the customers invariably in several of the crisis that I was studying during my, the time that I was writing my books about it. Some VP came in and made a decision or CEO came in and made this, just do this invariably. It was the wrong decision. Product that complicated customer relationship are very nuanced. And it's very important to be close to the people closer to the action. We'll take responsibility. Bill Betty check who anybody from England knows and loves and anybody from outside knows and hates used to say, do your job. That's the idea. Don't do other people's job. Just do your job. What it is that you are responsible for. Very important. We look at suppliers. We have to, um, if we're lucky enough to do what's called supplier mapping before, before they started, then we're in good shape. Supplier mapping tells us where all the suppliers are, not where the headquarters are, but where the extra plants are. So if something happened in this area of the world, we know immediately what product are being made there, which, what parts are being made there, which product they're going into, which customers are being served by this product. So we can alert the customer, we can make, make some decision. It's become, it used to be a huge exercise for a large company, large complex company. It's not a lot easier because there are actually companies who are specialists in doing things like this. So they, and they can be very helpful and do it relatively quickly. In terms of supply, you need to know, as I said before, what do they make as is it critical? How critical it is to your operation? Which customers are being served? As I said before, of course inventory level throughout, throughout the supply chain and the supplier. The capacity, that's a supplier can recover very quickly. Or how long does it, how long does it take for the supplier to recover? Can we look into the recovery path? Can we look into the supply? Do we know them? Can we get good information there? Now, that certain thing to watch for when suppliers getting trouble or have a, the capacity impeded things like quality degradation. Some, in some cases we've seen supplier that reduce quality, dilute certain assets that go into the program without doing the right quality control. If you see late delivery and order errors, it's usually a sign that the management is looking somewhere else and not taking care of you or other customers. Of course you look at the financial health of the, of the supplier to see, you know, how long there will be in business and you have to communicate with them continuously. Finally, as supplies dry up, we see a lot of fakes that happen in every crisis that we ever had in the Japan crisis, the Thailand floods. We always have when there's a shortage of supply, new companies are coming with fakes. We see this now even with masks and other PPEs, huge shipment from China turned out to be subpar, not good for you in hospitals. Holland said they had to throw out 600,000 masks that were subpar and it did happen even in the United States. So this is something to always watch for, for fakes and the stuff that's very, very low quality. Finally, at the same time that you are worrying about cash and as we go into the, the current recession and we are going into recession. Of course you try to, to manage cash instead of managing for profit, you manage for cash flow, but when you start lengthening payment terms to suppliers, you put the suppliers in risk. So you have to think about both worrying about cash and supporting critical supply. And this can happen in a lot of way. You can use your credit to have the supply. There are lots of, lots of ways of doing this. I don't have time to go over all of this. What happens when you don't have enough supplies? How do you decide who to give it to? Well, if you have limited supply, one way you can do is allocate. You can say, okay, I cannot give to everybody. So I'll be this product and not those products. I'll serve these suppliers and not those suppliers. How do you decide when one way to do it is based on margin? I'll just build the product and serve the supplier where the highest profitability. This can have repercussions. This is not generally used as a fair deal. And customers may retaliate later. In fact, there's a case, a dramatic case like this, is the auctions when during the Thailand floods, Western digital was hit very hard. And the Seagate, the competitor decided that it's good time to do an auction. They'll give these drives or short supply to the company who pays the most. Customer had no other opportunity, so they pay, but as soon as the flood receded, Western digital became number one again. Every customer could move back, move back. Talk about dilution. That's one way to reduce product quality. There are cases where simply reduce product quality, but the dilution sometimes worked. Intel, for example, during the Japan crisis, diluted some acid that it uses in the chip making process. But of course they did with a lot of quality control and made sure that it worked. Finally, you can shape the demand. There are companies who are, if they don't have certain parts to make certain products, they raise the price of this product, but reduce the price of product of which they have a lot of. So they try to move customer through pricing to the product that they can supply. You have to ask also, not this is what you do right now, but you have to start planning for the recovery. You have to worry about keeping expertise in house. You have to worry about treating employees right if you can continue to pay. All the other companies are now paying all their employees because they don't want to be causing a situation that trained people will leave the market. So they take care of employees and families. They also allow part-time work. Interestingly, in Germany and Holland, they changed labor law in order to make sure that people can work half-time and they'll get unemployment, only half of the unemployment. This was not allowed before in the changed labor law. Suppliers will remember how to treat them, how to treat them, how you treat them as well. So take this into account. However, not everything is lovey-dovey. A crisis is a terrible thing to waste and this is also an opportunity to make some tough business decisions. It's an opportunity to do the reorganization that you always wanted to do. The company always needed to do in your function and there was also resistance and you couldn't get people to do it. That can be time to do it. For example, cutting non-performing products and customers, that may be the right time to do it. In fact, we see retailers and food companies and other manufacturers cutting down a lot of their assortment and focusing on a few items that they can supply consistently and build inventory. Let's look at the next 12-18 months as the country is opening and see what is likely to happen. Let me just say that, as I said before, forecasting is difficult, especially the future. So what I'm now doing is forecasting. Opening the economies. First of all, the economic impact, the recession is likely to linger for years. Almost nobody thinks any difference, aside from some epitoc from certain quarters. But countries and states are starting to open up. It's very interesting to look at a Swedish model. Sweden did never close the country. They gave all the information to people and many people stayed home, but others did not. This is what happened. This is the weekly rolling average of fatality in Sweden. Getting to about on the average, this is the days since they first discovered I think the first case or the first three cases in the country, they never closed. And I should just say that this is a logarithmic scale, but they got to about 100 a week of cases of fatalities. It's interesting that there are countries of about 10 million people. Interesting to compare it to the UK. The UK closed very late. And they are now running at about 1,200, 1,300 a week in average in terms of death. Norway, for example, which locked down immediately, got less than 10. It's about eight. Now it's about six death a week. A country of about half the size of Sweden, but 10 times less death. Similar Denmark, very similar, got to about 12. The country is a little bigger, got to about 12, but they closed immediately. They closed right at the beginning. They look at other countries and say, oh my God, they closed. So it's really interesting. What we see from here is closing late. Doesn't quite work. Closing early is the key to success. We'll see what happened. And then Sweden gives us a test case in how we can do opening societies. So it's not clear who is right. It's not clear that Sweden is wrong because we may still have a second wave. We may still have a second wave where Norway, Denmark and others open their economies. Now it's a choice between multiple options. It's not like you either close or open. The trick is of course to find a balance when you can open. We're not working at MIT, but how do we open the Institute? How do we bring people? How do we conduct research when some people are online? Some people are in other countries. How do we bring undergraduates, mostly Americans? How do we bring them back on campus? And we bring them in waves and not everybody in the, in the dormitories. But there's a lot of thoughts about continuous testing, about tracking, about the, not, interesting, not forcing people to come on campus, especially students. But after six months, if they don't want to come on campus and we feel there are no cases, everything works. Explaining that doing research at MIT is a privilege, not a right. So we treat it this way. So nobody's completely opening or closing indefinitely. There's always, you know, in all the plans to, to opening, there's a middle ground. And the question is, will the subsequent wave be worse? Will we have, there's a lot of people who think that the next wave when people are starting going out will be worse. I'm not sure because this does not take into account the fact that a lot of people will voluntarily stay home. And not especially people who are, and all the people, people with, with all kinds of conditions. The important thing, the only reason that they really, that the Sweden model was, you know, not every country should use the Sweden model is because it could overwhelm the hospitals. In fact, the United States got very close to overwhelming hospital. Boston just missed it. Boston is not going to overwhelm hospitals, but they came very close to overwhelming hospitals. So we are witnessing a natural experiment around the world. And we should take a note and make sure that we study what everybody is doing, understand their success or their failures and learn from this. So what will the recovery look like? Some people say it's going to be a very recovery. We'll shoot right back up. Some others say it will be a recovery. We'll go down, stay down, and then going back up. Some people say it's an end. We'll, for years, we will be in a recession. And some people say it's going to be a W. We'll have the second wave and then get back up. I think a better way to think about it is a Wackermann recovery. We will have a random flare up, shut down, reopening around the world in random times. We will have people opening up, and then they open maybe too much, and they'll see suddenly infections spiking up, and they'll close, and they'll shut down factories again, and they'll shut down stores. The question is we have to be ready for it and think about how to manage it. So the question is, in this case, it is so random. What's the value of the supply chain strategy? It's important to, well, first of all, it's important to stay with, trends will continue in frequency. A lot of trends that are accelerating after the coronavirus case. And always keep testing your assumption, of course. So what's the value of planning here? Well, Dwight Eisenhower said, plans are worthless, planning is everything. And clearly no one plan can anticipate what's going on. But planning, looking at various scenario, is very important because it socializes and conditions the organization to think about various outcomes. So you plan for reactive response. And several companies are putting together what they call local tiger teams. They are watching for areas of the globe and have teams that are just looking at this area and listening to several things. Not only local hospital and social network, but HR in plants of suppliers. The thing are these people doing social distancing and masks and gloves and testing as they should, or they're just being cavalier about it. And they'll have another flera. All these tiger teams are coordinated by the emergency operation center that I mentioned a few slides ago. Other strategy, some strategy, for example, that helps in this case is postponing. If you don't send the product, but wait with it until you commit a product to a certain locale. So the new normal. This is the handshaking in the new normal. So the new normal coming here, clearly we'll have a recession. And the question is what we'll say in the recession. Turns out that we saw in 2008, 2009, low end sales and high end sales. High end sales because people who buy Rolex watches are usually not influenced by the recession, not affected by the recession. So people, a lot of people buy the low end. So the Walmart did very well in 2008, 2009. The problem is middle of the road offering. If you are kind of middle of the road supplier, middle of the road retailer, you will be hurt. And in fact, we see many of the large retail retailers are closing jobs. We will have inflation. You cannot put trees of dollars into the economy and not suffer inflation down the road. And you have to, the usual balance is between, you know, cost and level of service. But now a lot of us will look at resilience and being able and risk management resilience and there will continue to be pressure on environmental. But I think we'll come back to this, the last topic I'm going to talk about is environmental issues. So one of the things that there will be a new competitive adventure is safe zones. After 9-11, we created safe zones in airports, in shopping malls. If you go to a country like Colombia and Israel and others, shopping malls, kindergarten, and looking like airports, you just cannot just go into them. So this allowed people to start flying again. They now feel safe to go on an airplane. With COVID-19, there will be another type of safe zone. We will have to create minimal infection danger. So areas when people can congregate without fear and doing it right would be a new competitive advantage, but we need to create different type of safe zone looking at it from healthcare point of view. The new normal, of course, will be masks and still a lot of working from home, a lot of Zoom, and yeah, a lot of homeschooling. Let's look at post-COVID supply chains, because I think there's a lot of stuff written about it that one has to examine critically. So the media is talking about the failure of supply chain and the end of just in time, and the end of reliance on China and all reshowing. I'm not so sure. So failure of supply chain are contrary. This is their finest hour. I actually wrote a blog about it. I think it's the finest hour of supply chain. Look at the food supply chain. No restaurants, no institutions. So half the food that's being plucked and manufactured will go to restaurant institutions. Change of item consumed. Very few people are buying fresh. A lot of people are buying flour and bread and beans and canned goods. Completely changed the demand pattern. So it's less fresh, more canned food, more bread, pasta. We see plant closures here and there. And still, of course, the media shows us this. The media is responsible, by the way, for a lot of the panic buying, because of course, you know, if it bleeds, it leads type of, you know, this is the picture if you come at night when the supermarket is closed. If you come in the morning, it looks like this. All this picture of empty shelves were taken at night. Only nobody told the consumers. Empty shelves, my God, let's run for the hills. So to me, the fact that the food supply chain is still working is amazing. And it's something that supply chain managers in this industry should get a trophy for. It's impressive. So I don't see a failure. I see flexibility and adjustment to an extended, say, hard to imagine. Just in time, the end of just in time. Now it's not going to be. The third production system is one of the most important innovation ever in terms of manufacturing supply chain. So, yeah, it calls for minimizing inventory, but the result is also resilience and flexibility. Ability to respond to demand changes because information can travel very quickly throughout the supply chain. It results in high quality. That's how Toyota almost decimated the US auto industry a few decades ago. Low waste, avoiding bottleneck, controlling for variability. You get low waste. These things are the result of low cost high quality products that you cannot do without. So people will still use just in time. They may keep in certain places higher inventory, especially when you talk about things like medical supplies. There are about 150 medical supplies that we need that are the United States does not make in the United States and are done overseas. I'm not sure that the solution is to move them into the United States or to keep an inventory at the point of sale. But rather treat it as we treat the strategic petroleum reserve at the time that we thought we don't have enough oil. There was a central reserve and we can talk more about it, about where to keep the Central University. My latest influence blog on LinkedIn talks about this. Will people get out of China? Well, I'm also not sure about that. Many companies are not in China do only to low cost. Low cost by the way is diminishing advantage in China. In many industries, costs is becoming is going higher. Those that are going for low cost, like certain government manufacture are moving to other Asian countries are not coming to the United States. They cannot justify the cost. So they're moving to Vietnam. They're moving to Indonesia. They're moving to Bangladesh. But they're not getting. They may be moving out of China, but not to the United States. Other industries that are what are called sophisticated product industry automotive high tech aviation. There's a whole infrastructure of Chinese supply, Chinese suppliers and ecosystem that offers innovation, speed, capacity, responsiveness. That is hard to match elsewhere. It may take many, many years to be similar capacity elsewhere. And I'm not sure it's a, the time may be past. You may not able to lose. I don't see this taking place. You can't find this. And however, let me just say that company may balance procurement. They may still do 70, 80% of procurement in China and have some Western suppliers just, just in case, at least they are not going to be shut down completely. But at the same time, some companies with Western suppliers want to balance with some Chinese suppliers. Finally, let's not forget that China is still a very large and growing market. Companies cannot just not go to China. Medical supply. It's a, it's a different story to avoid the repeat. People are talking to build US manufacturing capacity. Let me give you an example. It makes no particular sense. 3M makes N95 masks. It's worldwide from factories all over the world. They make 50 million N95 masks. N95 is not the gold standard of masks. The agencies, the government thinks that we need 300 millions of masks just for healthcare workers. Forget what other people work. People in industry are using them. People who work in, you know, all kinds of dangerous industries. 300 million are just, you know, so something here. What does it want me to do? So can you see this on my screen? No, just your slides. Good. I got some kind of stupid announcement. I don't know. Anyway, so many more required for industrial workers and anybody in contact with the public would want them in the non-normal. So we don't have enough capacity to make them. And the issue is currently it is many healthcare, but there's a lot more of this. So the question is to understand how we do medical supply, think about the medical supply chain, the medical devices and pharmaceutical supply chain. So there's all these plants all over the world. And these plants are sending product to basically to a number of distributors. The distributor industry in the United States is very concentrated. About 80 or 90% is held by the four or five largest distributors. And from there it goes to hospitals. Sometimes it goes from China or elsewhere to local manufacturer Johnson & Johnson. Sometimes they take some compounds from China and they set it either to the distributor or to the hospital directly. Remember this supply chain because the question is now about 150 critical pharmaceutical medical supply not made in the US. Solution one is big local capacity. That's what many people are calling for. But creating US capacity to manufacture, I mean, much more than we need is very wasteful. We'll have idle machinery and work here when there's no once in a hundred years storm. A different solution is inventory. Hospitals can keep some inventory and can be stress test, right? Like the banks are being stressed as if they keep enough cash. We can also keep the main solution is central inventory. But unlike the strategic petroleum reserve, it should not be in a central place in some mountain in Omaha or whatever. The question is worth it because also you need to avoid expiration of pharmaceutical. So it should be held by distributors. Distributors should have a much higher inventory to operate and this will be a live inventory. It's just that the carrying cost should be paid by the government just like the strategic petroleum reserve. The strategic petroleum reserve, the government pays for everything. Here's just the carrying cost. And the idea is that this distributor will not be able to go below a certain level. It's an inventory level without approval that maybe the president or somebody at that level. So they will not be able to use it to modulate day-to-day fluctuation and they avoid the cost and quality issues that come with too large inventory. And this should be audited and should be reported on. Now, of course, machine and medicines are not enough. You need medical technician and doctor and nurses that are also in short supply and getting, you know, work to death. So the solution is probably a national guard and medical national guard. Just like we have a military national guard, we'll have a medical national guard when people are working, let's say, a weekend a month, you are a dentist, but you work a weekend a month in the hospital and come for two, three weeks a year, you know, to be trained on new machinery and new procedures. Finally, what about environmental sustainability in the new normal? Right now we have some winds. You know, you see pollution in China during the height of the pandemic was, when China was closed, was significantly less. And on two level in Boston, down by quarter, it is quiet in the street, much nicer. But, you know, much less of cycling is going on. Now we have a ban on multiple use bags. We want single use bags. E-commerce gives us so much packaging that it clogs everything. So the question is, what's next? What will happen as you start to open up? So air travel clearly down for the count for a long while. Big conferences are not going to happen anytime soon. The question is, for example, people who have transit use, I think there will be unbelievable congestions in the streets because people are going to use their cars. People will avoid using buses and trains. We'll avoid cases when they interact with other people. There will be a lot of incentive to restart the economy and that's what people may pay attention to and not pay attention to environmental sustainability. More e-commerce will go back to, you know, same day delivery or two hours delivery, which is really not a good way to distribute product. Low oil prices. Low oil prices means that the whole renewable economy is in question, at least for a wine, until oil prices will recover. The question is, how far will they recover? Oil prices are low. People are using more. It makes less sense economically at least to buy an electric car, for example, or a hybrid car when oil prices are so low. And after the financial crash, a mission recovered relatively quickly to an all-time high in 2010, just a year after the crash. So in recession, consumers are likely to focus on cash and economics and not on, and buy the least expensive product rather than the product that is billed responsibly. And companies will focus on staying in business and growing their business. And again, focus on economics. And I expect a lot less on environmental sustainability. The one bright note that I see is that sustainability and resilience intersect. If companies after the, after when we come out of this, will companies start very diligently mapping the supply chain down to the plant and second and third level supplier, second level tier supplier, they know more not only about the risk posed by the supplier, but the environmental and social practices of that supplier. So they can, just by knowing who they are, they can put more pressure on them. Anyway, so let me stop here. And if you want to read some books that are, don't talk about this pandemic. These are my two books on the subject. And they, on my, on my side, there's a lot more material, a lot more papers, the Wall Street Journal article, several of my Bloomberg, Bloomberg, CNBC and many others. And mainly my LinkedIn influencer posts that the last three or four deal with the pandemic. Anyway, so let me stop here and turn it over to Gene. Great, thanks, you'll see. We have a bunch of questions. One of them is a interesting one from Amir Shahir. And Amir asks, do you think COVID-19 accelerated the need of AI and supply chain? And if yes, how do you think AI can help enhance supply chain? Okay, that's a complex question. AI is a family. So if we're talking, for example, when people talk about AI and supply chains, one of the biggest application is forecasting. We all want to be able to forecast. So better forecasting clearly helps supply chain. Better forecasting would have zero impact in this case. Because when you have something, the most sophisticated AI, the most sophisticated machine learning would have no impact in this case. Because when you have such structural change in the demand, think about it. All the machine learning was working on the data from the last year, two years, three years, trying to figure out seasonality and product and what people buy and these are, everything is out the door. You cannot use any of these. Now, as we go forward, what will happen is, I don't think there's particularly related to this. In fact, if anything, some companies will restrict their investment in the CAPEX in general, capital investment. And this may include using technology that is more, that they are not comfortable with. People will use it on an experimental basis here or there, but in talking about on an industrial scale, it will wait. I'm talking about supply chain. It is used on industrial case by Facebook, by Google, by others, clearly today. But in terms of supply chain operations, in certain areas, yes, in certain reading documents, in certain language processing of documents, stuff like this. In spots, yes, absolutely. It's an application. If you have a problem and AI is the best solution, people will use it. But I don't see right away a big push to invest in technology that a lot of people still consider new. Thank you, Yossi. Jared has a comment. Dr. Jared Gensel. Hey, Yossi. I agree with your assessment of the whack-a-mole recovery and we're going to be dealing with, I think some degree of social distancing for a while until we have a vaccine. So how do you think that affects productivity across the supply chain? So for example, CDC came out with guidelines for the meat industry and said they have to do social distancing, you know, instead of being next to each other, they have to be for their part. That cuts productivity of the plant. This happens in warehouses where people have to arrive in shifts at different times. How do we, we plan our supply chains around this kind of temporary new normal? Yeah, I actually wrote about it. And what will happen is we will have reduced capacity. There's no two ways about it. If we have in a warehouse in a production plan, I don't know if you saw those two or three days ago, there were interviews and on public, public television with the CEO of Ford and with the chairman of Ford and the CEO of GM, and they show how they're going to work in the future. Well, there are stations far apart with plastic, you know, dividers between them, people with, you know, gloves and people are being tested when they come in, temperatures being taken. All of this will reduce capacity. People working, you know, people may have to add a shift and work around the clock. Some people come, they will not be able to have the same number of people at the plant at the same time at the warehouse at the same time. Rule of picking and packing at the warehouse will be different. For example, people will be able to go just like in written stone, not only one way along the, along the aisle. So it will take a little more to pick, to pick each package. The good thing is that we have what I think it will accelerate is the move to robotics in warehouses. That's a move that's already very strong. And I see it accelerating. Roboting on the manufacturing floor to the extent that it worked, but robotics in warehouses are so widespread and they're better and better machinery, better AI in fact that runs these robots. So we'll see more of this for sure. But we have to get this means that costs will go up at a time that people will have less ability to pay. It's not a question of profiteering or taking advantage costs will just go up because you'll have to, to use more people to do the same job. Great. What about middle management, the productivity of decision makers? We're all making decisions on zoom meetings. Does that change too? I don't see it. I think that we get used to it. Amazing. In terms of, of making this, what happens is we work longer hours for sure. I mean, I, I'm on zoom. 12 to 14 hours a day and I'm not making it up. It's just that they, I, many of you don't know, but there's a MIT. We started eight o'clock in the morning. And that's all usually my second meeting of the day. At eight o'clock in the morning is a meeting of all departments. Every day. All departments in center. It's about how do we move forward in terms of education, in terms of research, in terms of discussions going on. And then it goes down. Then I have discussion with people in the center. So this is a, I think it's working. I don't see problem with this, but it's more pressure. More pressure of working at home. I don't have young kids running at home, but people who do. You can see it on zoom. Yossi and Jared. Thank you. I'm going to give our last question to our friend, Bob Ferrari. Bob asks, Yossi, how do you view sales and operations planning in the post COVID-19 normal? There's a process far more tactical and focused on agility. It's exactly what I was going to say. You know, the answers in the question. The, the, I think that they, we will have sale and operation planning in much more broad strokes. And we will keep doing it. More detail, more frequently. And as information is coming in, for example, I talk about a Wacom all recovery. An area in, in Spain now goes down and suddenly, you know, infection go up and they close, you know, the whole Catalan area. Well, we may have a, there's a port there. There's a, you know, it's a big, big consumption, big manufacturing area. If you have operation there, if you sell there, you have to respond somehow. If you think it's a long, it's a long term, you may have to start moving parts out of there. So you, you move it to other factory or own product. So being able, that's what I talk originally about the, the role of the tiger team and people paying attention to certain parts, parts of the world, many of them should be local. So they, they listen to the local vibe and start to, to understand quickly what's going on. And then feed it to the emergency operations center that basically what the emergency operations center is doing the last detail of the SNOP plan. Because that's what they do with the SNOP, look at supply and demand and how to connect supply and demand quickly when the situation changes. So yeah, they have certain manufacturing and they want to have more than one supplier in certain area and they want to have some more inventory, possibly it would be the general SNOP decision, but then responding to immediate challenges would have to bend frequently as they come. Yossi, thank you very much. I want to use this to close and say, thank you to a great many people, including our presenters, Yaxin Huang, Tim Swagger, Muriel Medaud, Alexis Bateman, Donna Palombo-Milly, Wojciech Matusik and of course Yossi. I also want to say thank you to my colleagues Kent Cottrell and Dr. Jared Gensel for joining and participating in the discussion. And then also thank you to Arthur and Dan and the cons team, as well as all the staff at CTL that have pulled this together. And very importantly, I want to say thank you to all the participants for joining. We really appreciate you investing your time in this. We think that we've hopefully made a little bit of a dent in understanding what some of that uncertainty is in the future that applies. I think we've left also some things for you to think about the development of some of these different technologies and capabilities and how they may apply to solve hygiene in the future. It's an ongoing discussion that we expect to continue to have.