In today's episode of the Digital Supply Chain podcast I had the pleasure of chatting with Cody Warren, the Co-Founder, SVP of Strategy of Parq, a software startup that's focused on providing value through software or services.
We started off discussing in detail the importance of supplier data, and then we dove into the world of ESG (Environmental, Social, and Governance) and specifically talked about the "E" in ESG - emissions. We discussed the three segments within ESG emissions: Scope one, two, and three.
Cody gave us a brief rundown of what each of these scopes entails, with a focus on Scope three emissions. Scope three emissions are essentially everything else in the emissions world, and they're a bit of a "hairy monster". But Cody and his team at Parq are working on building guardrails around this complex issue, to help companies identify, quantify, and report on their scope three emissions.
We also talked about the increasing regulatory pressure for companies to report on their scope three emissions, both in Europe and the US. The SEC has stated that large public companies will have to report on their scope three emissions starting next year, and for all companies the year after.
Cody shared with us their current discovery process, where they're talking with public companies to understand their plans around scope three emissions, and also educating small to medium-sized businesses on what this even means and how they can comply.
It was a fascinating discussion, and I learned so much about the world of ESG emissions and the work Parq is doing to help companies tackle this big hairy problem.
If you want to get in touch with Cody and the team at Parq, head over to their website at parqhq.com or email Cody directly at firstname.lastname@example.org.
Thanks for tuning in, and I can't wait for you all to hear this episode. Until next time, keep pushing the boundaries of the digital supply chain!Support the show
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Put yourself in the shoes of a procurement person. They're tasked with reducing overall cost, whether it's on a particular project or across the entire year. They're searching Google for additional qualified suppliers They're spending a tremendous amount of time vetting these suppliers, not even mentioning the onboarding costs of, onboarding additional suppliers routinelyTom Raftery:
Good morning, good afternoon, or good evening, wherever you are in the world. This is the Digital Supply Chain podcast, the number one podcast focusing on the digitization of supply chain, and I'm your host, Tom Raftery. Hi everyone. And welcome to episode 297 of the digital supply chain podcast. My name is Tom Raftery. And before we dive into today's show. I have incredible news. We have three new supporters of the podcast. Amazing. Alexandra Katopodis. I think I pronounce it. Alicia Farag and Joël Vandi. Thank you so much for signing up. Joël has been following the podcast. I know since at least November, 2021, when he contacted me about a book that I had, interviewed the author about. A children's book about supply chain, if I remember correctly, And Alicia was good enough to reach out to me this week with some constructive criticism about the podcast. Amongst other things, apparently I say the word "Cool" too much. So, I'm going to have to modify that a bit and try and find some synonyms for the word. Cool. Because, I've already used it twice so far in this episode. So thank you guys for signing up. If you're not already a supporter, I'd like to encourage you to consider joining our community of like-minded individuals who are passionate about supply chain. Supporting this podcast is easy and affordable with options starting as low as just three euros. That's less than the cost of a cup of coffee and your support will make a huge difference in keeping the show going strong. To become a supporter, simply click on the support link in the show notes of this and every episode of the podcast. Or simply visit tiny url.com/d S C pod. Now. Without further ado. I'd like to introduce my special guest today. Cody. Cody welcome to the podcast. Would you like to introduce yourself?Cody Warren:
I would, and, I'd like to say salutations to everyone listening as well. I'm happy to either be in your ear or happy to be in your car talking with you. My name is Cody Warren. I live in Houston, Texas, and, am just really excited about sitting here and talking about all things supply chain and what we're learning. We are a, a startup actually based out of Austin, Texas, and we have been focused for the last 18 months on building supply chain software, for multiple industries. But we have primarily focused on the energy space, the industrial space, in large public companies operating across the world. So I'll start with that.Tom Raftery:
Okay, And what is it you do for them, Cody?Cody Warren:
Yeah. So here at Parq, that's the, that's actually our company's name. We are working on building supply chain software really around The past six months we've been focused on, on digitizing supply chains, and that means a lot of things. And so at before kind of giving the conclusion, I want to give kind of the run up the learnings we had that led us to digitizing what, what we're calling digitizing supply chain. So, about a year ago we started working with a public energy company. They're in the midstream space. And the focus we had for them was really simple. They came to us looking for an opportunity to save money on their supply chain costs, particularly materials and services. Once again, they're in that, they're in the midstream energy space. So what, what that means is they're building pipelines, they're building gas plants, things like that. So once again, how can we save money? How might we work with your supply chain teams to provide a service and ultimately build software that we believe could make the supply chain process much more efficient? Over the course of about six months, we did seven projects with them. That was more service based. It wasn't software based. Once again, we're, a startup. We're trying to figure out what direction do we go from a software perspective? And we, we want to build things that our customers tell us that they need, that we're solving pain points. And so from a service perspective, what we were doing through these, projects was we were identifying, additional qualified suppliers that could help this company broaden their bench of vendors. It sounds super simple kind of high level. However, when you get down into the weeds and we're talking about that particular portion of the industrial space, a lot of suppliers that are highly qualified don't have a public facing presence. So imagine put yourself in the shoes of a procurement person. They're tasked with reducing overall cost, whether it's on a particular project or across the entire year. They're searching Google for additional qualified suppliers. They're spending a tremendous amount of time vetting these suppliers, not even mentioning the onboarding costs of, onboarding additional suppliers routinely. And so they came to us and they said, Hey, we believe that you guys have a unique viewpoint on how to identify suppliers. And we believe, honestly that you guys have a unique incentive to do so because we're gonna pay you when you help us save money. So that was ultimately our incentive. Remember, we're primarily operating within a services agreement at this point. So over the course of six months we saved them about 25 million in, in CapEx costs. And this was through our just due diligence on suppliers driving and finding these potential suppliers, and ultimately in the backend building what I'll call an engine. That's kind of the magic that we ultimately built for ourselves. It's this engine that can identify suppliers, identify locations of suppliers, what they do, what their core competencies are, and the contact information associated with these suppliers so that when we need this component, this material, this service. Either we or the supply chain person at our customer can quickly call them and say, Hey, this is what we're doing. We'd like to bid you on this project. Okay. Now I've given the lead up to what led us towards this, what we're calling digitizing of supply chains and, and in our particular focus to drill down in it a little bit, it's really digitizing supplier lists. So along the way, working with this customer, we're meeting with over the, the course of, of really nine months. We met with about 650 different companies across the United States and Europe, and we're starting to ask them these questions around, how are you, keeping information on suppliers from one business unit to another? And some companies, some of the companies we were working with have more than 50 business units. And what we learned is, for the most part, supplier lists are kept within a business unit. It's not shared between them. And then in addition, within that business unit, it's primarily based in Excel. So they have an Excel list that may be on SharePoint, for example. Maybe people can log into it and look at it, but for the most part, when a supply chain person is looking for a product or looking for a service, They're generally going to the people that they bid on the last, you know, 3, 4, 5 projects. Those are the people that they're familiar with. And when those people can't supply to them this material or service in the time, the quality or the price range that they're looking to pay, what do they do? They start Googling, they start looking for an additional supplier. They start onboarding additional suppliers. And so within large organizations, many of these companies had onboarding costs year over year in excess of $5 million. That's just simply the cost of the time spent within the financial, the legal group, the supply chain group, you know, so on and so forth, to spend time vetting that number. So remember, we learned this with our customer that we are doing these services with. We're bidding these projects for them. We start asking them, why are you not bidding to these additional suppliers you have that are in this Excel document? This Excel document if you could visualize it, it's essentially, a single column with thousands of rows, and those rows consist of entity names. So being a supply chain person, a, buyer, for example, if they were to look at that list, they're gonna see a bunch of entity names. And those entity names don't mean anything to them. It may be a parent company, it may be a subsidiary company that they're typically used to dealing with. And so essentially a supplier list, whether it's at an smb, a small to medium sized business, or at a publicly traded global business, that supplier list is dead data. It doesn't mean anything to anyone that's looking at it. So enter for us, the product that we started building. Our perspective was if we can digitize this list, if we can take this list of 50,000 entity names and we can assign to it and enrich it with additional information such as, what is this company baseline information? What is this company? What do they do? Where do they operate? Who do you contact in order to understand, Hey, I need to get a bid from you. Building out that information, enriching this supplier list. Could not only provide procurement personnel with additional information that they need within their business unit in order to bid projects without onboarding additional vendors. But what it could also do, imagine you have 50 business units across a large organization. What it could also do is reduce the overall onboarding cost of the company because one business unit could share information with another business unit. And it's all under the umbrella of generally a global MSA with the parent company. So that is what we mean by supply chain digitization. And that's that's really the path we got to listening to our customers, listening to these over 650 businesses that we talked with, understanding their pain points and looking for an opportunity to provide value to these individual companies. Across all these multitude of industries. So I'm gonna stop there and see if you have any questionsTom Raftery:
Sure, sure, sure, sure. I mean, you, you refer to the Excel column as dead data and it's, it's data that I'm assuming ages quite quickly is what you mean by that. How do you keep your data up to date?Cody Warren:
So I'm gonna answer that question while we're winding for a second. So when I say dead data, you're right, it does age quickly. But what I also mean by dead data is it's unusable. It's an entity name that doesn't mean anything to you, and therefore it might as well not exist. So how do we keep that information up to date? So within this engine that I referred to, which is what we built for ourselves internally, right? We are trying from a services perspective to make ourselves more efficient. We're a small team and we have to operate extremely quickly across multiple different companies. And so this engine is essentially constantly looking for changes in a company's structure, in a company's public facing presence or the technologies that are already following these companies. So lemme give you a really simple example. One of the biggest problems that, we have seen from a supply chain perspective, and once again, we're putting ourselves in the mind of the buyer. Individuals at companies, usually salespeople are moving a lot, moving around a lot. Constantly people are leaving, they're getting fired, they're getting hired at other places. And so when you're used to dealing with one particular salesman for a product or a service and they leave and you don't know, they leave and you call them and you can't get ahold of them anymore because they don't have the same phone number. What do you do? We've asked that question hundreds of times to date, and what we've learned, the typical process is. They'll call the main line that is listed on the company's website. I don't know if you've ever tried that before. I've been on the receiving end of that. I've been on the vendor side of things for, for over 10 years, and when someone calls a main line listed on the company's webpage, you generally have a dialing service. So you call in and it's an automated person on the other end saying, Hey, you know, what department do you click a button and then you say, I wanna talk to this person. And then you generally end up not talking to anyone. And so it's this extremely frustrating process because it's a vendor that you've typically dealt with. That salesperson is gone and you have to spend a bunch of your time, time trying to figure out who else to talk to now. On our side of things, how do we make things more efficient and how do we not replicate what has already been built? A beautiful way of doing this is simply using LinkedIn, so we integrate this engine, this machine with LinkedIn and based on a company's AVL, their approved vendor list. Their AML. You know, there's a lot of different acronyms for that, but we'll just call it their list of vendors based on the entity names, we then subscribe to that entity, any of their subsidiaries, any of their parent companies, so on and so forth. And we ascribe to that company and the individual procurement person a contact. That's the contact they're typically used to working with. People in general keep their LinkedIn up to date. When you move from one company to another, the engine sees, Hey, tom is the person that you used to work with and Tom is no longer at XYZ company. Tom has moved to a new company and so the system automatically will flag, Hey, this person is no longer there. And so on our end, we do one of two things. We can either ascribe a new contact, right? Cuz remember this company has 50 business units and across those 50, maybe five of them are using this company. Each five of those procurement people at that company will have a particular contact that they're working with. And so what we can do is we can now tie a different business unit's contact so that when you need to reach out to them, you now have someone that you have their cell phone number you can call. So that's, that's phase one. Phase two might be we do the manual lift. The engine tells us, Hey, this person's no longer there. So we will pick up the phone. We will go through the process of calling the main line at the company. We will go, Hey, this is XYZ. Company works with you. We need a new contact. This salesperson isn't no longer there. Our job is to make sure that we can provide through this digitization of suppliers, that we can provide the most efficient means by which procurement personnel can transact with their vendors. Supplier data is one of those. Supplier intelligence is one of those. And within that supplier intelligence realm, as we are building this product, that may mean truthfully that we have to do some manual work to make sure our customers don't have to do it. And so that's one answer. That's one viewpoint on how do we keep this information up to date. There's many other ways that we do that. You know, you think about LinkedIn and the fact that generally people keep their LinkedIn up to date. There's a multitude of additional services that we have mapped throughout the marketplace that provide that level of information across financial, across quality, across risk M&A activity, right? So if we, if we are constantly grabbing all of this data, through these other platform services that individually operate within their realm of scope, we can take that information and unearth it and ultimately what we call enrich it for our customer. Does that make sense?Tom Raftery:
Yeah. Yeah. No, absolutely. Do you have any customer success stories you can speak to?Cody Warren:
Yeah. So let me tell you, I'm, I'm gonna mention a customer success success story that's a little different than simply digitizing an AVL, an approved vendor list. One of the customers that we were working with, they're a very large fertilizer company operate across the world. And within digitizing a vendor list, their main problem was primarily a taxonomy problem. And so you can imagine within a supplier data realm, there's multiple different avenues by which customers might have a pain point. It may be simply we have lots of business units and across those business units, we don't communicate. In this particular scenario, this is a, large global company. They have multiple ERP systems that all tie to this vendor list. Within each of these E R P systems, there are different codes and categories by which these, suppliers or vendors might live. One ERP system may say that they're in this particular commodity code. The other ERP system has a different set of commodity codes and says they're in this particular commodity code. And then on top of that add, things that companies are already unearthing for themselves, like DUNS numbers, like nags codes and SIT codes. They're trying their best to tie information together within disparate systems that don't talk. And so what most people call this is a taxonomy issue. It's a categorization problem. And so the customer success story is this. They came to us and, over the course of about four months we, went through the discovery process and we unearthed for them. They unearthed for us really the pain points that they have around this taxonomy problem. Remember, we are, we are approaching our customers with, hey, we are supplier data experts under the realm of supplier digitization. And so over the course of about four months through discovery conversations, we unearthed this, problem of we have these multiple E R P systems that don't talk to one another. And it has created a taxonomy problem. So when our buyers go to buy from one of these suppliers, there's not a guided procurement process by which they can go and pull information from all of these different systems, tie it all together, integrate it back into these systems, and ultimately have a clean record when it comes to placing a PO. And so for us, what we said is, Hey, we can digitize this information and we can, take all of the different commodity codes in the taxonomy makeup across all of these different systems, and we can tie it together in a database so that from a guided procurement perspective, when regardless if you're using one E R P system or another, that information is digitized and when you place a PO, it will include all of the correct commodity codes regardless of the system that you're using, so that when you actually do a recap, maybe a monthly or a quarterly recap, it's showing true and correct data regardless of the system by which you used to go and place this order. And ultimately, what is the pain point associated with that? Right? Taxonomy issues are one thing. Multiple ERP systems are, one thing, but the ultimate pain point within that is understanding analytics around spend when you need to do a quarterly look back or strategic initiatives around cost saving measures, or simply maybe in a, diversity sense, we wanna spend a certain amount of money with these particular vendors. If you're trying to do that on a look back basis and you're trying to do spend analytics with multiple ERP systems that don't talk to one another, it takes a tremendous amount of manual work to tie that together after everything's already been done. And so if we can take and integrate all of these systems together through a simplified, very efficient database. What we can ultimately do is provide them back the opportunity to run these, spend analytics and execute on supplier initiatives, diversity initiatives, spend initiatives on a real-time basis. And so that would be, I think that's a great customer success story from a little different viewpoint. And that viewpoint being taxonomy issues.Tom Raftery:
Cool. And what are you hearing from customers in general? Because you seem to be at that kind of phase where you're listening a lot to customers. You're in kind of, tell me all your problems kind of mode and we'll figure out how to fix them. So what are you hearing from customers? How is, how are your customers seeing what's going on in the supply chain? What are, what's happening there?Cody Warren:
Great question. I'd love to, yeah, I'd love to get your feedback on this too, because you operate in this realm and talk with a lot of people. So, towards the end of Q4 of 22, right? Remember, we've been working on this and having these hundreds of conversations over really since the beginning of 22. Towards the end of q4, we started sensing the winds shifting around supply chain initiatives and particularly supply chain software outside of ERP systems, right? The initiatives that, have been in place in our perspective, right? Remember, we're operating in this, very specific world around supplier data.Tom Raftery:
The initiatives that we were seeing were really around supplier intelligence. So that may be news information that may be, Hey, I wanna understand right this base information. Who are you? Where are you? Who do I contact? What do you do? Supplier risk, E S G metrics. Those are kind of the three big buckets of supplier data pain points that we were unearthing over the last year. In q4, we started sensing the wind, shifting around budgets to go and solve these problems. Companies were starting to see inflationary pressures transforming into recessionary pressures, and they were starting to see earnings coming down. Remember, we're primarily talking to large public companies.Tom Raftery:
So they're starting to see earnings coming down and they're projecting forward. And within that projection, they're starting to look at what levers do we wanna start pulling on cost cutting measures. And so we started having these conversations really probably November timeframe. We started hearing Hey, from our, ideal customer profile or the general, the person that we're talking to, we started hearing, Hey, I'm hearing from our management teams that we may be pushing this a little to the right. We may be pushing this out a little bit because we're starting to look at where do we intend to allocate spend? So we started hearing that really November, started hearing it some more in December, and in January we actually started seeing the effect of that. And so to answer your question, there's a lot of initiatives in place around supplier data, supplier intelligence in general. How do we make the supply chain process more efficient? How do we prevent the disruptions we saw over the last three years? How do we prevent that from happening again? Huge initiatives to go and solve that problem. People were brought in across the industry to go and transform those processes. And that was their initiative at these large businesses. They had teams around them to go and do this. And in January we started seeing this shift actually take place where they're pulling budgets away from solving these problems. And we personally started seeing customers tell us, Hey, we really need to do this. We want to do this, but we just got our budget pulled and so we can't do this. I'm curious your feedback on that. I'm curious what you've been hearing from the folks that you've talked to and can you relate with that? Can your other podcast participants relate with that?Tom Raftery:
It's not a conversation I've had frankly, with any other guests on the podcast. No one else has mentioned it, whether they're shy about bringing it up or whether they've not had that conversation with their customers, I'm not sure. And we're, we're hearing conflicting reports in the news, talking about, employment figures are down. Sales are not as bad as we thought they were going to be. So maybe this recession that everyone was talking about isn't going to happen or it'll finish sooner than expected or So, I don't know is the short answer, but I gotta think it's probably short term.Cody Warren:
That the, the budget pullback is shortTom Raftery:
Interesting. So what we've heard. Is a multitude of answers, but in general that budgets are pushed back to, at the earliest 12 to 18 months from now to go and solve these types of problems. And how do they solve them in the meantime? It's, what we've heard is, look, we have, we've dealt with these post-covid supply chain problems for going on three years. It's not perfect. We're still dealing with tremendous late deliveries. We can't get materials in some instances. We understand that we're spending, additional money that we shouldn't be onboarding vendors because we can't find the stuff we need. But what we're gonna do to mitigate that is throw people at it. We're going to hire people, or we're going to shift people around to go and solve these problems. And so I wanna tell you about, As a startup, we have to be willing to shift as our customer's pain points shift. So we at this point consider ourselves supplier data experts. We've spent all in all over two years living in the supplier data world. And that supplier data has been really focused on supplier intelligence, has been focused on digitizing information, making processes more efficient, and goal being how do we make procurement people look like heroes in their organization? How do we help them save money? How do we help them save time? How do we help them save the need to hire additional people? How do we make 'em more efficient? And so, Because we have talked with so many people around this supplier data type of, value proposition. What's been really interesting in this process of hearing from our potential customers about budget pullbacks on supplier initiatives and supply chain efficiency initiatives. What we've been hearing from them is Hey, we believe you guys are supplier data experts and we have a really big problem that we actually can't solve, and this problem is going to come and it's gonna come meet us right in our face in the next 18 months. And that problem within supplier data is considered scope three emissions.Tom Raftery:
Oh yeah, that's a bigCody Warren:
Familiar with.Tom Raftery:
Yeah. Oh, yeah, yeah, yeah. Absolutely.Cody Warren:
yeah. So remember, our focus has been how do we provide value that may be, through software, that may be through services that may be, it really doesn't matter how we do it, it just matters that we do it.Tom Raftery:
And so because we've been in that supplier data world, people have been coming to us and they say, Hey, if you're supplier data experts, we believe that emissions, it's really data.Tom Raftery:
Just I know what Scope three emissions are, cause I have this whole Climate podcast, but not everybody listening might be aware of what Scope three emissions. So maybe just preface it with a brief explanation of Scope three emissions.Cody Warren:
Yeah. Let me lay the framework really quickly. So within E S G, the E is the emissions world, and within the E there are three segments. Scope one, two, and three, and just to make it extremely simplified. Scope, one, that's the emissions associated with the operational activities of your business. Scope two, in general, people attribute that to the emissions associated with the electricity that you purchase. And so you buy electricity from the power plant down the road. They're producing electricity for a lot of people. How much are the emissions associated with the pro rata kilowatt hours of electricity that you're buying for your business. Now, scope three is this really hairy monster that essentially consists of everything else and everything else is a, that's a big bucket. And so for us, we're gonna build guardrails around that. For the, for the scope of this portion of the conversation, right? Pun intended. The scope of it. So scope three data, scope three emissions data. Guardrails, we're gonna put guardrails between the transactional counterparties of a business being the people you sell your product to, and the suppliers you are buying products or services from. And so why is Scope three data within the bounds of transactional counterparties? Why is that difficult to identify, to quantify, to report and, ultimately to audit. It's difficult because there's a tremendous amount of information required to go and identify and simply quantify that information. So here's an example of Scope three upstream emissions. You are a company that buys air conditioning units. So you buy an air conditioning unit from Daikin, for example. Daikin is in turn, they have an entire supply chain themselves. They also have scope one and two emissions. And so if I take Daikin's scope one emissions being everything associated with them producing that air conditioner, their Scope two emissions being the electricity associated with producing that air conditioner and then their Scope three emissions being all the suppliers and everything that supplied components for that air conditioner. That would be technically the scope three emissions for your business in buying that air conditioning unit from that company. So there's a lot of information there, and what is required is a step forward. In Europe, there's a lot of initiatives in place to go and, and really a lot of regulation in place to go and tackle this problem. And for us in America, what we're looking for is how do we, assist companies and provide value by helping them take that next step. And so the way that we see doing that is we're, once again, we consider ourselves supplier data experts. We believe that through both this engine that we've created, as well as a tremendous amount of manual work, we believe that we can help companies go and take that step forward towards quantifying, really identifying first and then quantifying the emissions associated with the manufacturing or production of that air conditioning unit. That may be done through, you know, step one questionnaires. It may be done through going and actually sitting down with that vendor and educating them on what scope one, two, and three emissions are. And ultimately what we've been doing is trying to understand the pain point around why suppliers in general are not identifying and tracking and quantifying this information. Remember, public companies, for the most part, they're already reporting on their scope One and two emissions SMBs are not. Why are they not? Through the conversations we've had, which to-date are probably around a hundred conversations, we intend to have a lot more, but it really comes down to an incentive. What is their incentive to spend time, capital, and resources to go and identify this information so that their transactional counterparty, that the buyer of their air conditioning unit can attribute that to their overall emissions footprint for their business? Because we're a supplier data experts, we have been building a framework by which we believe we can help companies take a step forward in identifying and quantifying that and then ultimately reporting it. So that's right now, because of the budgetary pressures that we've been seeing around supplier intelligence and the inbound requests that we've been receiving to go and tackle this problem, we are currently in a discovery process to understand what initiatives do companies have around Scope three emissions? How do they plan to execute those initiatives and what tools do they plan to utilize to execute those? And how can we as Parq, a software startup that is focusing on providing value through either software or services? How can we go and provide value within that big hairy problem of Scope three emission. That's what we're doing today. We're in the discovery process.Tom Raftery:
There's gonna be regulatory pressure both in Europe and the US for this as well, because the s e c guidelines that they published last year, and they're firming up now, stated that large public companies are going to have to report out to scope three from next year. and for all companies from the year after. So, that's going to, mean a lot of people who will need to figure this out very quickly.Cody Warren:
I agree very quickly, and that's what we're trying to really identify within these discovery conversations primarily. We're talking with the public companies to understand what do you plan to do, and then we're trying to educate the SMBs, the small to medium sized businesses, which constitute a majority of supply chains. We're trying to figure out what education needs to happen in order to help them understand what this stuff even means, right? Because we're laying a foundation of what Scope one, two, and three mean. Many of these businesses have never even heard of it before. And they don't really understand that ultimately this is going to roll down to them and they're gonna have to comply with it. And so how do we both provide value to the public company and providing them this opportunity to take this step and to start identifying, quantifying and how do we fulfill this educational need within the supplier base to help them understand how to quantify it, how to understand what they need to do. And so the discovery conversations we're having over the next really probably 60 days, are identifying in the United States, you're right. Last year there was a, a draft report from the E P A that identified that Scope three emissions will likely be required to be reported upon. I don't want to predict what's going to happen, but in April, the EPA is supposed to come out with their ultimate guidelines on what people have to comply with. And we're really looking forward to seeing what happens there. Don't wanna predict what it is, have an idea through talking with lobbyists, but we're looking forward to seeing where the direction of this goes.Tom Raftery:
Okay. Okay. Cody, we're, coming towards the end of the podcast now. Is there any question that I have not asked that you wish I had or, Any aspect of this we haven't touched on that you think it's important for people to be aware of?Cody Warren:
You know, nothing really comes to mind. I think we've covered a broad swath of, things we've talked about the growth of our business. We've talked about how we've gotten to the supplier intelligence side of, the value proposition, particularly around digitizing information, and we've talked about what we've been hearing, which has led us towards this potential new direction. All I would say is that we're, if anyone wants to get information from us or they want to talk about what we've learned or, understand what other companies are doing, we'd love to talk to 'em.Tom Raftery:
So that leads me nicely into my final question, which is if people do want to get in touch and find out more, where would you have me direct them?Cody Warren:
Then go to our website. It's parq p a rq hq.com. That's Parq hq. Or they can email me directly at cody dot warren @ parq hq.com.Tom Raftery:
Lovely. Great. Cody, that's been fascinating. Thanks a million for coming on the podcast today.Cody Warren:
Thank you so much. I really enjoyed it and I really look forward to seeing the big things that you've got coming up.Tom Raftery:
Okay, we've come to the end of the show. Thanks everyone for listening. If you'd like to know more about digital supply chains, simply drop me an email to TomRaftery@outlook.com If you like the show, please don't forget to click Follow on it in your podcast application of choice to be sure to get new episodes as soon as they're published Also, please don't forget to rate and review the podcast. It really does help new people to find a show. Thanks, catch you all next time.