The SCMR Interview: Bobby Burg, Southern Glazer’s Wine & Spirits

This is an excerpt of the original article. It was written for the July-August 2021 edition of Supply Chain Management Review. The full article is available to current subscribers.

July-August 2021

We all know the old saying: “When the going gets tough, the tough get going.” It has been repeated so often it’s cliché. I’d like to suggest a variation: “When the going gets tough, leadership matters.” To say that supply chains have had a tough time of it would be an understatement. Despite the positive vaccine news here in the United States, global supply chains are not out of the woods yet.

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SCMR: Bobby, if nothing else, the pandemic has put the focus back on the people side of supply chain management. Talk about the importance of people at Southern Glazer’s.

Burg: Our people are the key to our success as an organization. In fact, I would say, without exception, that the reason we were successful during the pandemic is largely due to the type of leaders we have in our safety group and our procurement team, to name two. So, I think it’s important to recognize that the people in your charge are the most important asset that you manage. I mean, yes, we have processes to move cases and get orders out the door. That’s obviously important. But, at this stage in my career, I think that spending time to get the next generation of leaders ready to take over for me is the real end game. That’s the only way we stay ahead of our competitors, including those in other industries.

SCMR: What do you look for in the managers you hire?

Burg: I believe supply chain benefits from someone who is a little more aggressive, innovative and forward-thinking in their approach, so the first things I ask when I’m recruiting for a high-level role is: Do they have confidence and passion, and do they believe in themselves? Will they push the envelope and try something that might produce a big win? Incremental improvement is good, but sometimes
you have to make a big bet to really move the ball. I tell
my team that we can’t be afraid to fail. If it doesn’t work, you learn from your mistakes and make better decisions in the future.

SCMR: Do you always look within the industry for talent?

Burg: I look for the brightest and best player I can get on the team. If a person has never played the sport before—if they’ve never been in our industry or worked in supply chain—we can teach them the business. I want to find people who are good thinkers, who are analytical and who let data drive their decisions. And I want people who can communicate the things they want to do with a passion and dedication. In a big company like Southern Glazer’s, it’s easy to keep quiet for fear that someone isn’t going to like your idea. But I encourage contrary opinions, shooting holes in ideas to make them even better and bringing in ideas that may sound crazy at first, but may just work. I want to create an environment where people feel comfortable expressing themselves, making a difference and adding value. When I started this group, we didn’t put titles on business cards. We’re all one team.

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