MHI Solutions Improving Supply Chain Performance
AS SUPPLY CHAINS expand across borders, cultures and time zones, communication has become both more complex and more essential. Operations depend on people who think differently, work differently and bring varied expectations to the table. When aligned, that diversity fuels innovation, agility and creative problem‑solving. When misaligned, it can slow decisions, strain relationships and compromise performance.
To understand the communication barriers—and opportunities—inside global supply chain teams, I spoke with Mercedes Barragan, Global Inclusion & Diversity Programs Manager at MHI member Dematic, and WERC member Rick Gott, Director of Global Logistics at W.L. Gore & Associates. Each offered candid insights into what it takes to communicate effectively across increasingly diverse supply chain organizations.
THE INFLUENCE OF HUMAN DIFFERENCES
Diversity shows up in dozens of ways: culture, language, gender, generation, education, neurodiversity and even regional communication norms. In the supply chain, those differences can have an outsized impact on how information is shared, decisions are made and trust is built.
“These differences shape how people share information, interpret feedback and make decisions,” noted Barragan. Her work focuses on supporting a globally distributed workforce and ensuring every employee can show up authentically. “When companies create a psychologically safe environment that values these diverse perspectives, they decrease misunderstandings and strengthen collaboration. This ultimately improves operational outcomes.”
But awareness is only the first step. Gott has learned the nuances through decades of working with teams around the world. He recalled a trip to Japan, where he delivered what he believed was a clear presentation via an interpreter. As he spoke, his audience nodded politely at every point.
“I thought things were going well,” he recalled. “But when I stopped and asked a question, I realized the nodding didn’t mean understanding or agreement. It meant they were listening respectfully.”
This subtle difference—”yes” meaning “I hear you” rather than “I agree”—is common across many cultures. Misreading it can derail projects or lead to flawed assumptions.
Gott has observed similar distinctions elsewhere.
“Chinese associates often don’t speak up in meetings, especially when leaders are present. There, less formal social settings or one‑on‑one interactions help reduce communication barriers,” he reported. “In Germany, trust is not given and must be earned. Being willing to be a teammate or helping others succeed first is critical.”
Generational diversity adds another layer. Younger employees accustomed to rapid digital communication may expect immediate responses and casual interactions, while older team members may prioritize formal structure. Leaders who understand these dynamics are better equipped to navigate them.
PREVENTING MISCOMMUNICATION
Miscommunication doesn’t usually happen because someone is careless. More often, it’s the result of assumptions, pace, mismatched expectations or blind spots.
Barragan sees this regularly in scheduling and workflow planning. Coordinating teams across multiple time zones can unintentionally disadvantage certain regions.
“Not accommodating availability can result in poor engagement or missed critical input,” she said. Her team implemented a global Outlook holiday calendar to ensure major observances aren’t overlooked when planning meetings or project deadlines.
Gott sees miscommunication emerge when project goals aren’t clearly defined from the start.
“Beginning a supply chain initiative without a clear problem statement or support from the business is often a sign of misalignment,” he explained. “Teams may think they’re working toward the same outcome but are actually answering different questions. If the organization doesn’t understand what success looks like, communication breaks down.”
He views early alignment as an investment that pays dividends throughout the project lifecycle. A simple clarification upfront can prevent weeks of rework later.
Member Profile: Joe Abeln, Strategic Sales Executive, Fives Intralogistics Corp.
Joe Abeln’s path into the supply chain world wasn’t a straight line, but ultimately led him to a career he considers his professional home. Armed with a degree in mechanical engineering from Lehigh University, he entered the workforce unaware of the field until connections opened the door.
After college, Abeln first worked as a field engineer in construction. Later, he shifted gears to become a tutor and coach with an educational services company. His entry into supply chain came via a friend who introduced him to a job opportunity at another MHI member company. While attending ProMat 2019 for the first time, he got his first glimpse into how vast and varied supply chain operations can be.
“It was mind‑blowing, because this was a brand‑new world for me. Yet, it’s an industry that is so critical to the economy as a whole,” he said. “My boss encouraged me to get involved in MHI’s Young Professionals Network (YPN) and make connections. At first, I thought it would be a way to generate sales leads. However, the true value was actually all the great people I met.”
From Panther, Abeln moved into a sales role at a systems integrator, where he gained exposure to a range of material‑handling technologies and approaches to solving complex operational challenges. Today—as a strategic sales executive at MHI member Fives Intralogistics—Abeln sells smart automation systems that power warehouses, e‑commerce fulfillment centers and distribution hubs.
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