WHY THE STRONGEST CAREERS AND BUSINESSES ARE BUILT IN COMMUNITIES, NOT IN ISOLATION

Over the past 16 years, I’ve had the privilege of working with thousands of executives, business owners, consultants and professionals across different industries.

One lesson keeps repeating itself.

The people who grow the fastest are rarely the ones who know the most.

They are the ones who continuously learn, generously share and intentionally build meaningful relationships.

AI has made knowledge accessible to everyone.

But context, experience and trusted networks remain the true competitive advantage.

That belief inspired the creation of 10X Executive Network.

A global community where executives, business owners, consultants, John&Partners alumni and lifelong learners come together to exchange ideas, discuss real business challenges and grow together.

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Inside the community, you’ll find:

* AI & Business insights

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* Real transformation case studies

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What I appreciate most about Skool is that it combines community, classroom, events, discussions and knowledge in one place.

Instead of information disappearing in endless chat messages, valuable conversations become searchable, frameworks stay organized and learning becomes continuous.

Our philosophy is simple:

• Learn Generously.

• Contribute Consistently.

• Grow Together.

Whether you are a John&Partners alumnus, a former student, a business leader or someone who simply enjoys learning and connecting with ambitious professionals, you are always welcome.

For members who later want to move beyond learning into implementation, business transformation and executive coaching, we also continue that journey inside 10X Excellence Hub, where ideas are turned into action through practical frameworks, workshops and real-world execution.

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But every meaningful journey starts with one simple step:

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TẠI SAO NHỮNG SỰ NGHIỆP VÀ DOANH NGHIỆP BỀN VỮNG NHẤT LUÔN ĐƯỢC XÂY DỰNG TỪ MỘT CỘNG ĐỒNG?

Trong hơn 16 năm đào tạo, tư vấn và đồng hành cùng hàng nghìn nhà quản lý, chủ doanh nghiệp và chuyên gia, Trường nhận thấy một điều rất thú vị.

Những người phát triển nhanh nhất thường không phải là người biết nhiều nhất.

Mà là những người luôn học hỏi, sẵn sàng chia sẻ và chủ động xây dựng những mối quan hệ chất lượng.

AI đang giúp mọi người tiếp cận kiến thức dễ dàng hơn bao giờ hết.

Nhưng trải nghiệm thực tế, góc nhìn đa chiều và một mạng lưới chuyên nghiệp vẫn là lợi thế cạnh tranh khó thay thế.

Đó cũng là lý do Trường xây dựng 10X Executive Network.

Một cộng đồng dành cho các nhà quản lý, chủ doanh nghiệp, chuyên gia, cộng đồng John&Partners Alumni, các học viên đã từng đồng hành cùng Trường và những người luôn mong muốn học hỏi, kết nối và phát triển trong kỷ nguyên AI.

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Tại đây, chúng ta sẽ cùng nhau chia sẻ:

* AI & Business Insights

* Framework về Strategy và Operational Excellence

* Leadership & Executive Thinking

* Case study thực tế

* Networking chất lượng

* Webinar và thảo luận chuyên môn

* Cơ hội nghề nghiệp và hợp tác kinh doanh

Điều Trường đánh giá rất cao ở Skool là khả năng kết hợp cộng đồng, học tập, sự kiện và kho kiến thức trên cùng một nền tảng.

Những cuộc thảo luận giá trị sẽ không bị trôi đi.

Những framework hữu ích luôn được lưu trữ có hệ thống.

Và những kết nối chất lượng có nhiều cơ hội phát triển thành những mối quan hệ lâu dài.

Triết lý của cộng đồng rất đơn giản:

• Learn Generously.

• Contribute Consistently.

• Grow Together.

Dù anh chị là học viên John&Partners, từng học với Trường hay đơn giản là đang tìm kiếm một cộng đồng chuyên nghiệp để cùng học hỏi và phát triển, Trường rất vui được chào đón.

Đối với những anh chị muốn đi sâu hơn vào triển khai, chuyển đổi doanh nghiệp, coaching và các framework thực chiến, Trường vẫn tiếp tục đồng hành thông qua 10X Excellence Hub - nơi tập trung vào thực thi, chuyển đổi và tạo ra kết quả thực tế.

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Còn hôm nay, hãy bắt đầu bằng một điều đơn giản:

Học hỏi nhiều hơn. Kết nối nhiều hơn. Cùng nhau tạo ra nhiều giá trị hơn.

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This is the bilingual post in English and Vietnamese. Vietnamese is below.

Đây là bài viết song ngữ Anh-Việt. Tiếng Việt ở bên dưới.

English

PART 1 – OFFICIAL INFORMATION

Entering mid-2026, a series of logistics industry surveys and reports together sketch a unified picture: warehouse automation is no longer a competitive advantage reserved for the largest corporations, but is becoming a baseline expectation for businesses of nearly every size, from regional e-commerce fulfillment centres to global manufacturing distribution networks. In other words, the question has shifted from “whether to automate the warehouse“ to “how to automate effectively.”

The figures accompanying this trend are notable. According to industry statistics compiled for 2026, about 60% of warehouses plan to increase their automation budgets by 20%, with the focus channelled into three groups: robots, Automated Guided Vehicles (AGVs), and AI-driven operating software. Also according to these surveys, as many as about 92% of warehousing businesses are implementing or planning AI projects in the near term, of which only a small share, roughly more than 6%, have implemented at an extensive level. The picture shows a broad wave of investment, but most are still at the early stage of the journey.

However, the most important shift in thinking in 2026 lies not in the budget figures, but in the strategic focus. Many analysts argue that in 2026, “orchestration“ will become the foundation of warehouse automation strategy. Instead of being designed around a single technology investment, such as buying a fleet of robots or a conveyor system, warehouse facilities will be designed around how humans, robots and equipment intersect and coordinate with one another. The focus shifts from “equipment” to “the coordination between equipment and humans.”

Accompanying this is a practical observation many industry experts emphasize: in warehouse automation in 2026, change management matters more than any single new technology. That is, the factor deciding the success or failure of an automation project is not how advanced the robot is, but whether the organization can redesign the processes, roles and ways of working of its people to mesh with the new technology. This is a maturing of the industry’s awareness: after years of chasing equipment, the focus is returning to the systems problem.

The context of the event is also marked by a concrete milestone. Automate 2026, one of the largest robotics and automation events in North America, is scheduled to take place from June 22 to 25, 2026, at McCormick Place in Chicago. There, companies such as Applied Manufacturing Technologies (AMT), together with robot maker FANUC, will demonstrate mixed-load handling applications, combining a collaborative robot with AI-integrated machine vision for pallet stacking and unstacking operations. This is a vivid illustration of the trend: technology is increasingly available, but true value only appears when it is integrated and orchestrated into a complete workflow.

In sum, the official information of mid-2026 is not a press release from a single company, but a consensus forming across the whole industry: warehouse automation has become the baseline, investment is rising sharply, but the key to success has shifted from owning technology to orchestrating humans and machines into a well-meshed operating system.

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Nội dung

Phần 1 – Thông tin chính thức

Phần 2 – Bối cảnh thị trường và ý nghĩa

Phần 3 – Phân tích qua lăng kính Operational Excellence

Phần 4 – Bài học cho Doanh nghiệp

Phần 5 – Kết luận

PHẦN 1: THÔNG TIN CHÍNH THỨC

Ngày 12 tháng 6 năm 2026, tại Hồng Kông, Westwell, một công ty trí tuệ nhân tạo (AI) toàn cầu chuyên phát triển các giải pháp logistics container thông minh và xanh, chính thức công bố việc áp dụng chiến lược cốt lõi của mình mang tên “AI + Năng lượng mới“ (AI + New Energy), gọi tắt là Ainergy, vào lĩnh vực vận hành sân bay. Theo thông cáo, trong bối cảnh các trung tâm hàng hóa hàng không (air cargo hub) trên toàn cầu đang phải đối mặt cùng lúc với ba sức ép lớn là nhu cầu thương mại điện tử tăng vọt, tình trạng thiếu hụt lao động, và các mục tiêu giảm phát thải carbon, Westwell mở rộng năng lực AI-Native của mình từ cảng biển sang lĩnh vực hàng không. Tính đến thời điểm công bố, Westwell phục vụ hơn 200 khách hàng tại hơn 30 nền kinh tế, với phạm vi giải pháp trải rộng trên năm mảng: vận tải hàng hóa hàng không, cảng biển, đường sắt, vận tải đường bộ, và nhà máy thông minh.

Westwell được thành lập năm 2015 tại Thượng Hải, khởi đầu là một doanh nghiệp công nghệ AI chuyên về hệ thống nhận dạng số container mang tên WellOcean, được triển khai tại nhiều cảng biển trên khắp Trung Quốc. Từ nền tảng nhận dạng hình ảnh ban đầu, công ty đã phát triển thành một nhà cung cấp giải pháp full-stack, nghĩa là cung cấp trọn gói từ phần cứng (xe tự hành, thiết bị) đến phần mềm (nền tảng điều hành AI), cho việc hoạch định và quản lý các hoạt động phức tạp tại cảng biển, ga đường sắt, cảng cạn, sân bay và nhà máy. Sản phẩm nổi tiếng nhất của Westwell là Q-Truck, chiếc xe tải container hạng nặng chạy điện hoàn toàn tự hành, được giới thiệu là có khả năng giảm tới 50 tấn khí thải carbon mỗi năm cho mỗi xe. Westwell cũng đã đưa các xe tải tự hành của mình ra thị trường quốc tế, tiêu biểu là việc giao các lô Q-Truck cho cảng Felixstowe lớn nhất nước Anh, thuộc hệ thống Hutchison Ports, cảng đầu tiên tại châu Âu áp dụng xe tải tự hành của hãng.

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Trọng tâm công nghệ trong tuyên bố lần này là một kiến trúc AI kép (dual-AI architecture). Trong kiến trúc này, “AI Vật lý“ (Physical AI) đảm nhận việc thực thi tự hành ở tuyến đầu, tức là điều khiển các phương tiện và thiết bị thực hiện công việc vật lý; còn “AI Vận hành“ (Operational AI) đảm nhận việc ra quyết định thông minh, tức là điều phối, lập kế hoạch và tối ưu hóa toàn bộ luồng công việc. Đây là sự phân vai rõ ràng giữa lớp thực thi và lớp điều hành, một đặc điểm thiết kế cho phép hệ thống vừa làm được việc tay chân vừa làm được việc đầu óc trong cùng một nền tảng.

Sản phẩm chủ lực được Westwell đưa vào môi trường sân bay là Q-Tractor, cụ thể là mẫu Q-Tractor P40, một loại đầu kéo (tractor) tự hành chạy điện được thiết kế riêng cho điều kiện khắc nghiệt của khu vực sân đỗ (airside). Q-Tractor được vận hành bằng nền tảng lái tự động Q-Pilot do chính Westwell tự phát triển, tích hợp công nghệ nhận thức môi trường BEV (Bird’s Eye View, góc nhìn từ trên xuống) và các mô hình end-to-end dựa trên kiến trúc Transformer, vốn là kiến trúc nền tảng của các mô hình AI hiện đại. Westwell nhấn mạnh rằng hệ thống có kiến trúc an toàn dự phòng (redundant safety architecture) đảm bảo độ tin cậy vận hành 24/7 trong mọi điều kiện thời tiết và tầm nhìn. Một điểm kỹ thuật đáng chú ý là khả năng tự động ghép nối và tháo rời rơ-moóc với độ chính xác đến từng centimet, đã được kiểm chứng qua nhiều lần triển khai tại các sân bay, mà công ty mô tả là “khép lại khoảng trống cuối cùng trong logistics không người lái“, cho phép quá trình bốc dỡ hàng hóa diễn ra hoàn toàn tự động. Nhờ sử dụng động cơ điện thuần túy, Q-Tractor đạt mức phát thải bằng không trong các hoạt động cốt lõi.

Về phạm vi triển khai thực tế, các giải pháp của Westwell đang được áp dụng tại nhiều trung tâm hàng hóa hàng không trọng điểm, bao gồm Sân bay Quốc tế Hồng Kông, Hactl (Hong Kong Air Cargo Terminals Limited), Sân bay Quốc tế Phố Đông Thượng Hải, Sân bay Quốc tế Ngạc Châu Hoa Hồ (Ezhou Huahu), cùng các dự án mới giành được tại Sân bay Quốc tế Phúc Châu Trường Lạc và Sân bay Quốc tế Hạ Môn Tường An. Đặc biệt, trong năm 2025, Westwell đã chính thức được cấp phép triển khai các đầu kéo tự hành dùng năng lượng mới tại Hactl, đơn vị xử lý hàng hóa hàng không độc lập lớn nhất Hồng Kông. Tại đây, các xe Q-Tractor của Westwell đảm nhận hoạt động vận chuyển hàng hóa không người lái, vừa nâng cao năng suất vừa thúc đẩy quá trình chuyển đổi thông minh và xanh của Hactl.

Không dừng lại ở vận chuyển hàng hóa, tại Sân bay Quốc tế Phố Đông Thượng Hải, Westwell còn mở rộng ứng dụng AI sang lĩnh vực an toàn vận hành sân bay. Công ty đang phát triển một giải pháp kiểm tra đường băng thông minh được mô tả là dẫn đầu ngành, mang tên “AI + Lái tự động + Phát hiện vật thể lạ“ (AI + Autonomous Driving + FOD Detection). Giải pháp này kết hợp các phương tiện tự hành, hệ thống radar và thuật toán nhận dạng AI để hỗ trợ vận hành bay an toàn, bằng cách phát hiện các vật thể lạ (Foreign Object Debris) trên đường băng, vốn là một trong những rủi ro nghiêm trọng đối với an toàn hàng không.

Tổng kết tầm nhìn của mình, Westwell khẳng định rằng khi các sân bay tiếp tục phải cân bằng giữa hiệu quả, khả năng phục hồi (resilience) và các mục tiêu bền vững, thì các hệ thống vận hành AI-Native sẽ ngày càng đóng vai trò chiến lược trong phát triển hạ tầng hàng hóa hàng không. Quan trọng hơn, công ty nhấn mạnh rằng tương lai của logistics sân bay không nằm đơn thuần ở tự động hóa, mà ở việc xây dựng các hệ sinh thái cộng tác, nơi con người, phương tiện thông minh và hệ thống AI làm việc cùng nhau một cách an toàn hơn, hiệu quả hơn và bền vững hơn.

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Outlines and Key Takeaways

Part 1 – Official Announcement

Part 2 – Background and Meaning

Part 3 – Analysis Through the Lens of Operational Excellence

Part 4 – Lessons for Businesses

Part 5 – Conclusion

PART 1: OFFICIAL INFORMATION

On June 12, 2026, in Hong Kong, Westwell, a global artificial intelligence (AI) company specializing in smart and green container logistics solutions, officially announced the application of its core strategy named “AI + New Energy,” abbreviated as Ainergy, to the field of airport operations. According to the announcement, as global air cargo hubs confront three major pressures simultaneously—surging e-commerce demand, labour shortages, and carbon decarbonisation targets—Westwell is extending its AI-Native capabilities from seaports into the aviation field. As of the time of the announcement, Westwell serves over 200 customers across more than 30 economies, with a solution scope spanning five domains: air cargo, seaport, rail, road transport, and smart factories.

Westwell was founded in 2015 in Shanghai, beginning as an AI technology firm specializing in a container number recognition system named WellOcean, deployed at many seaports across China. From its initial image-recognition foundation, the company grew into a full-stack solution provider, meaning it delivers the complete package from hardware (autonomous vehicles, equipment) to software (the AI operating platform), for planning and managing complex operations at seaports, railway hubs, dry ports, airports and factories. Westwell’s most famous product is the Q-Truck, a fully autonomous electric heavy-duty container truck, introduced as capable of reducing up to 50 tonnes of carbon emissions per year per vehicle. Westwell has also brought its autonomous trucks to the international market, notably delivering batches of Q-Trucks to the Port of Felixstowe, the largest in the United Kingdom, part of the Hutchison Ports system, the first port in Europe to adopt the company’s autonomous trucks.

The technological focus of this announcement is a dual-AI architecture. Within this architecture, “Physical AI“ handles frontline autonomous execution, that is, controlling vehicles and equipment to perform physical work; while “Operational AI“ handles intelligent decision-making, that is, coordinating, planning and optimizing the entire workflow. This is a clear division of roles between the execution layer and the operating layer, a design feature that allows the system to do both manual work and cognitive work within a single platform.

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The flagship product Westwell brings into the airport environment is the Q-Tractor, specifically the Q-Tractor P40 model, a type of autonomous electric tractor designed specifically for the harsh conditions of the apron (airside). The Q-Tractor is operated by the Q-Pilot autonomous driving platform that Westwell developed in-house, integrating BEV (Bird’s Eye View) environmental perception and end-to-end models based on the Transformer architecture, which is the foundational architecture of modern AI models. Westwell emphasizes that the system has a redundant safety architecture ensuring 24/7 operational reliability in all weather and visibility conditions. A notable technical point is the ability to automatically couple and uncouple trailers with centimetre-level precision, validated across multiple airport deployments, which the company describes as “closing the last gap in unmanned logistics,” allowing the cargo loading and unloading process to be fully automated. Thanks to a pure electric drive, the Q-Tractor achieves zero emissions in core operations.

In terms of real-world deployment scope, Westwell’s solutions are being applied at many key air cargo hubs, including Hong Kong International Airport, Hong Kong Air Cargo Terminals Limited (Hactl), Shanghai Pudong International Airport, Ezhou Huahu International Airport, and newly secured projects at Fuzhou Changle International Airport and Xiamen Xiang’an International Airport. In particular, in 2025, Westwell officially received approval to deploy new-energy autonomous tractors at Hactl, the largest independent air cargo handler in Hong Kong. There, Westwell’s Q-Tractors carry out unmanned cargo transport operations, both enhancing productivity and accelerating Hactl’s smart and green transformation.

Not stopping at cargo transport, at Shanghai Pudong International Airport Westwell is also extending its AI applications into the field of airport safety operations. The company is developing an intelligent runway inspection solution described as industry-leading, named “AI + Autonomous Driving + FOD Detection.” This solution combines autonomous vehicles, radar systems and AI recognition algorithms to support safe flight operations, by detecting Foreign Object Debris on the runway, which is one of the serious risks to aviation safety.

Summing up its vision, Westwell affirms that as airports continue to balance efficiency, resilience and sustainability targets, AI-Native operational systems will play an increasingly strategic role in the development of air cargo infrastructure. More importantly, the company emphasizes that the future of airport logistics lies not simply in automation, but in building collaborative ecosystems where humans, intelligent vehicles and AI systems work together more safely, more efficiently and more sustainably.

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This is the bilingual post in English and Vietnamese. Vietnamese is below.

Đây là bài viết song ngữ Anh-Việt. Tiếng Việt ở bên dưới.

English

PART 1 – OFFICIAL INFORMATION

On May 20, 2026, C.H. Robinson (stock symbol NASDAQ: CHRW), one of the world’s largest providers of logistics and supply chain management services, officially announced the launch of “the world’s first AI technology that continually assesses, improves and operates global supply chains.” The product, named Lean AI Engineer, is designed to serve the customer segment using the company’s 4PL Managed Solutions (fourth-party logistics management solutions).

The core of C.H. Robinson’s announcement is that Lean AI Engineer does not operate alone, but works in concert with Lean AI Planner, a tool introduced back in 2025, to form one connected system. In this pairing, Lean AI Planner handles the real-time execution of global shipments, while Lean AI Engineer continuously analyzes data to optimize future freight operations. C.H. Robinson calls this a closed-loop AI framework, meaning a system that closes the loop between execution and improvement on its own, “enhancing a supply chain as it runs.”

Mr. Arun Rajan, Chief Strategy and Innovation Officer of C.H. Robinson, explained the reason this technology was created with a notable observation: supply chains “suffer from the gap between knowing and doing.” According to Rajan, “Tech that sits above or outside of a supply chain can aggregate data, harmonize signals and recommend. But it relies on someone else to execute on the signals and someone else to learn whether those actions worked. Our tech closes the gap, delivering 24/7 premium service with one unified system no one else can match.”

On technical capability, C.H. Robinson states that Lean AI Engineer can assess an entire supply chain within 25 to 30 minutes and identify points for improvement before performance is impacted. The company frames this figure against traditional supply chain assessments, which typically take up to four weeks and only look backward rather than look forward. This is precisely the shift from a backward-looking mindset to a forward-looking and predictive one.

More important than the assessment figures, the technology has already gone into real operation at large scale. According to the announcement, Lean AI is currently autonomously handling 92% of 4PL shipments globally for C.H. Robinson, spanning all four transport modes: trucking, ocean, air and rail. The scope of automation covers the entire lifecycle of a shipment: from the moment an order is created, through the steps of tendering, routing, delivery, exception handling, all the way to carrier payment.

To build this platform, C.H. Robinson says it mobilized about 450 in-house software engineers and data scientists, while creating a proprietary “context layer“ by systematically capturing the institutional knowledge accumulated from the company’s real-world workflows. This is the factor that allows the AI not merely to compute on raw data but to operate according to the “know-how” accumulated over decades.

On real-world results for customers, C.H. Robinson cites two representative cases. One customer cut loads by 17% across 20 sites, achieving annual savings exceeding US$1 million. Another customer, after restructuring shipment flows, reduced loads by 81% and lowered costs by 40%. These figures turn a technology press release into concrete operational evidence.

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The Future of Executive Search Is Not Recruitment. It’s Building an Executive Ecosystem.

By DBA John Ngo

For many years, I believed that recruitment was a human resources function.

Today, I believe it is a business strategy.

The difference between a company that grows 10% and one that grows 10X is often not capital, technology, or even strategy. It is the quality of the people who execute that strategy.

After working with hundreds of organizations across manufacturing, banking, healthcare, education, technology, and professional services over the past sixteen years, I have noticed a common pattern.

Most companies do not struggle because they cannot find candidates.

They struggle because they cannot find the right leaders.

The modern executive hiring challenge is no longer about collecting resumes. It is about identifying individuals who can create measurable business outcomes, lead transformation, build high-performing teams, and drive sustainable growth.

That is a completely different problem.

The Traditional Recruitment Model Is Being Disrupted

For decades, recruitment platforms have focused on volume.

More jobs.
More resumes.
More applications.
More clicks.

However, executive hiring has never been a volume game.

A CEO does not choose a COO from 500 resumes.

A founder does not hire a transformation leader because of keywords on LinkedIn.

Boards do not select executives based on application speed.

Executive hiring is built on trust, reputation, relationships, capability, and business impact.

As artificial intelligence automates resume screening and candidate matching, the competitive advantage will shift toward something much harder to replicate:

Trusted executive communities.

Why Businesses Need More Than a Recruiter

Over the years, John&Partners has quietly developed an Executive Search & Selection capability to support consulting engagements in Vietnam and the United States.

Whenever our clients needed a Plant Director, Lean Six Sigma Master Black Belt, AI Transformation Leader, Supply Chain Executive, COO, or CEO, we rarely started by posting a job advertisement.

Instead, we activated a trusted network.

That network consists of business leaders, consultants, coaches, entrepreneurs, advisors, independent experts, and transformation practitioners who have already demonstrated their capabilities through real business projects.

The result is a fundamentally different hiring experience.

Instead of asking, “Who is available?”

We ask,

“Who can create business value?”

The Rise of the Executive Marketplace

The boundaries between recruitment, consulting, coaching, advisory services, and business networking are disappearing.

A Chief Operating Officer today may become a fractional executive tomorrow.

A Lean Six Sigma expert may serve as a consultant for one organization and an advisor for another.

An AI specialist may lead a transformation project while simultaneously mentoring executive teams.

Talent is becoming increasingly fluid.

Organizations need access to ecosystems rather than databases.

This shift creates an opportunity to rethink executive search as something much larger.

Not a recruitment website.

Not another job board.

But a professional marketplace where businesses, recruiters, consultants, coaches, and executives collaborate around opportunities, expertise, and transformation.

Introducing ESS Executive

This philosophy is the foundation behind ESS Executive.

ESS Executive is designed as an Executive Platform & Marketplace for businesses, recruiters, and professionals.

It brings together Executive Talent, Executive Search, Consulting, Coaching, Business Opportunities, and Leadership Networks into a single trusted ecosystem built on more than sixteen years of John&Partners’ experience.

For employers, it provides access to experienced leaders and transformation experts rather than anonymous resumes.

For recruiters, it expands access to a curated executive network.

For consultants, coaches, trainers, and independent experts, it creates new opportunities for collaboration and business development.

For executives, it offers meaningful leadership opportunities beyond traditional employment.

LEARN MORE ABOUT ESS EXECUTIVE HERE

Building Communities Instead of Databases

One of my favorite Operational Excellence principles is simple:

Great systems produce great results.

The same principle applies to talent.

Organizations should stop optimizing for the number of resumes collected and start optimizing for the quality of relationships built.

The companies that will lead the next decade will not necessarily have the largest HR departments or the most expensive recruiting software.

They will have the strongest executive ecosystems.

Communities built on trust.
Networks built on expertise.
Partnerships built on long-term value creation.

I believe the future of executive search belongs to organizations that connect people not because they are looking for jobs, but because together they can build extraordinary businesses.

That future has already begun.

And I am excited to help build it through ESS Executive.

#ExecutiveSearch #Leadership #Recruitment #BusinessTransformation #OperationalExcellence #Marketplace #ESSExecutive

This webinar is for BizInsider Loyal Fans only. If you are not a Loyal Fan and want to join this webinar, please upgrade your subscription to be a Loyal Fan now!

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The Great Business Reset: Why Many Companies Will Struggle in the Next 3 Years

BizInsider x 10X Excellence Hub Executive Coaching Series

Over the last few years, many businesses have experienced something unusual.

Revenue may still exist.
Demand may still exist.
Opportunities may still exist.

But internally, many companies are becoming:

• slower

• more chaotic

• more expensive

• harder to manage

• and increasingly dependent on founders or a few key people

At the same time, the business landscape is changing rapidly.

AI is transforming operations.
Cost pressure is increasing globally.
Execution speed is becoming critical.
And many traditional management systems are starting to break under modern business complexity.

The uncomfortable reality is this:

Many companies are not struggling because of the market alone.

They are struggling because their operating systems are outdated.

That is why our second flagship Executive Coaching Session for BizInsider Loyal Fan and 10X Excellence Hub members will focus on one of the most important business transformation topics of this era:

“The Great Business Reset: Why Many Companies Will Struggle in the Next 3 Years”

Date:

June 26, 2026

Time:

8:00 PM CST

In this session, we will discuss:

• AI-enabled business models

• operational discipline

• founder dependency

• cost pressure

• execution gaps

• why many organizations are becoming operationally fragile

• and why outdated operating systems are quietly limiting growth and scalability

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This session is designed for:

• business owners

• executives

• operators

• startup founders

• managers

• consultants

• and transformation leaders preparing for the next business cycle

Participants will better understand:

• what must change inside modern organizations

• how smart companies are redesigning their operating models

• how Operational Excellence and AI are becoming competitive advantages

• and what leaders must do now to build leaner, stronger, and more resilient businesses

This is not just another business webinar.

It is a strategic executive-level conversation about survival, adaptability, and long-term competitiveness in the AI economy.

DBA John Ngo
BizInsider x 10X Excellence Hub

This session is reserved for BizInsider Loyal Fan members only.

Zoom Link

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This is the bilingual post in English and Vietnamese. Vietnamese is below.

Đây là bài viết song ngữ Anh-Việt. Tiếng Việt ở bên dưới.

English

PART 1 – OFFICIAL INFORMATION

On June 8, 2026, Iran’s Ambassador to Moscow Kazem Jalali declared in an interview with the newspaper Izvestia (Russia) that the Strait of Hormuz would be reopened, but with new conditions: Iran and Oman would jointly determine a transit fee applied to all commercial vessels passing through the strait, with the fee depending on the type of vessel, the cargo transported, and “geopolitical factors.” This declaration was made on precisely day 100 since the Strait of Hormuz was effectively blockaded on February 28, 2026, after the United States and Israel launched an air campaign against Iran codenamed Operation Epic Fury, destroying military and nuclear facilities, and resulting in the death of Supreme Leader Ali Khamenei. Iran retaliated with missiles and drones targeting Israel, U.S. military bases in the region, and Gulf states allied with the United States. On March 4, 2026, Iran officially declared the Strait of Hormuz “closed,” with the Islamic Revolutionary Guard Corps (IRGC) warning it would attack any vessel attempting to pass, while simultaneously laying sea mines across the shipping lane.

Before the blockade, the Strait of Hormuz carried 25% of global seaborne oil and 20% of liquefied natural gas (LNG), with approximately 3,000 vessels transiting each month, equivalent to roughly 95 vessels per day. As of May 31, 2026, commercial traffic through the strait had fallen to just 11% of pre-crisis levels, approximately 10 vessels per day. The International Energy Agency (abbreviated as IEA) called this “the largest supply disruption in the history of the oil market.”

U.S. Secretary of State Marco Rubio immediately rejected Iran’s transit fee proposal: “It can’t happen. It would be unacceptable.” The American response was grounded in the principle of transit passage through international straits as codified in the United Nations Convention on the Law of the Sea (abbreviated as UNCLOS), 1982. Article 38 of UNCLOS establishes the right of freedom of navigation through international straits, and Article 44 explicitly states that states bordering straits “shall not hamper transit passage” and may not suspend this right for any reason. However, a critical legal reality is that Iran has never ratified UNCLOS, creating a legal grey zone regarding whether UNCLOS provisions are binding on Iran.

The 100-day Hormuz blockade was not a straight line but a chain of successive escalations. On April 12, after the Islamabad negotiations between the U.S. and Iran failed, President Trump declared a naval blockade of the Strait of Hormuz, preventing vessels that had paid fees to Iran from passing through. On April 17, Iran announced a temporary pause of the blockade during the Lebanon ceasefire, but just one day later (April 18) Iran re-imposed the blockade, pushing Brent oil prices up 7% in a single trading session. Since then, the strait has remained effectively blockaded until Ambassador Jalali’s declaration on June 8. If Iran succeeds in imposing transit fees, this would be the first precedent in modern maritime history of a nation collecting fees on an international strait, with potential implications for every other strategic strait in the world, from Malacca to Bab el-Mandeb.

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Nội dung

Phần 1 – Thông tin chính thức

Phần 2 – Bối cảnh thị trường và ý nghĩa

Phần 3 – Phân tích qua lăng kính Operational Excellence

Phần 4 – Bài học cho Doanh nghiệp

Phần 5 – Kết luận

PHẦN 1: THÔNG TIN CHÍNH THỨC

Ngày 26 tháng 5 năm 2026, từ tổng hành dinh tại Bentonville, bang Arkansas, Walmart công bố một chiến lược chuỗi cung ứng mới mang tên Prepaid Consolidation, tạm dịch là Gom Hàng Trả Trước. Trên bề mặt, đây chỉ là một thông cáo dài chưa đầy ba phút đọc, không kèm con số tài chính giật gân, không có lễ ra mắt hoành tráng, và cũng không đi kèm bất kỳ tuyên bố cách mạng nào. Nhưng đối với hàng chục nghìn nhà cung cấp đang bán hàng vào hệ thống bán lẻ lớn nhất hành tinh, đây là một trong những thay đổi cấu trúc quan trọng nhất trong cách hàng hóa di chuyển từ nhà máy đến kệ hàng kể từ khi Walmart phổ biến kỹ thuật cross-docking vào thập niên 1980.

Bản chất của chương trình có thể tóm gọn trong một câu: thay vì để nhà cung cấp tự vận chuyển hàng lẻ đến từng trung tâm phân phối, Walmart cho phép nhà cung cấp gửi toàn bộ hàng hóa theo một đơn đặt hàng quốc gia duy nhất (single national purchase order) về một địa điểm duy nhất, sau đó Walmart sẽ tự gom hàng và phân phối lại tới toàn bộ 42 trung tâm phân phối vùng (Regional Distribution Center, viết tắt là RDC) của mình trên khắp nước Mỹ. Nghe qua tưởng chừng đơn giản, nhưng phía sau câu mô tả ngắn gọn đó là sự đảo ngược hoàn toàn gánh nặng điều phối logistics đầu vào, khâu mà giới chuyên môn gọi là chặng đầu tiên hay first mile.

Để hiểu mức độ thay đổi, cần hình dung bức tranh cũ. Trước chương trình này, một nhà cung cấp quy mô vừa muốn đưa hàng vào Walmart phải tự lo việc vận chuyển sản phẩm tới từng RDC mà Walmart chỉ định. Với mạng lưới 42 RDC trải khắp lãnh thổ Hoa Kỳ, điều này có nghĩa là nhà cung cấp thường xuyên phải gửi những lô hàng lẻ, không đầy xe tải, theo hình thức vận chuyển dưới tải trọng xe (Less-Than-Truckload, viết tắt là LTL). Vận chuyển LTL về bản chất là hình thức kém hiệu quả nhất và đắt đỏ nhất tính trên mỗi đơn vị hàng hóa, bởi vì doanh nghiệp phải trả tiền cho không gian xe tải mà mình không lấp đầy, hàng hóa phải qua nhiều lần trung chuyển và bốc dỡ, thời gian giao kéo dài hơn, và rủi ro hư hỏng cũng cao hơn. Một nhà cung cấp bán hàng vào nhiều vùng địa lý khác nhau có thể phải duy trì hàng chục tuyến LTL song song, mỗi tuyến là một hợp đồng, một hóa đơn, một lịch trình, và một điểm có thể phát sinh sai sót.

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Chương trình Prepaid Consolidation xóa bỏ phần lớn sự phân mảnh đó. Thay vì hàng chục dòng chảy LTL riêng lẻ, nhà cung cấp giờ đây chỉ cần đưa hàng về một điểm gom duy nhất. Tại đó, Walmart sử dụng các trung tâm gom hàng tự động hóa của mình, gọi là Automated Consolidation Center (viết tắt là ACC), để hợp nhất hàng hóa của nhiều nhà cung cấp lại, biến những lô LTL rời rạc thành những xe tải đầy tải (Full Truckload, viết tắt là FTL) chạy thẳng tới các RDC. Hiện tại Walmart vận hành ba trung tâm gom hàng tự động hóa như vậy, đặt tại Colton (California), Minooka (Illinois), và Lebanon (Pennsylvania), ba vị trí được bố trí để phủ ba khu vực địa lý lớn của nước Mỹ là bờ Tây, vùng Trung Tây, và bờ Đông. Chính khâu hợp nhất tự động hóa này là trái tim của chương trình, và cũng là lý do Walmart có thể chào mời nhà cung cấp một mức hiệu quả mà từng doanh nghiệp riêng lẻ khó lòng tự đạt được.

Về cơ chế tài chính, Walmart thiết kế chương trình theo hướng mà họ nhấn mạnh là minh bạch. Nhà cung cấp trả một mức phí tính theo từng thùng hàng (price-per-case rate), và mức phí này bao gồm hai cấu phần: chi phí xử lý thùng hàng tại trung tâm gom hàng tự động hóa, và chi phí vận chuyển chặng ra từ trung tâm gom hàng tới các RDC của Walmart. Đối với nhà cung cấp lựa chọn làm việc qua các nhà cung cấp dịch vụ logistics bên thứ ba được Walmart phê duyệt, mức giá sẽ theo từng vùng cụ thể và được niêm yết công khai trên bảng giá (rate card) do chính Walmart phát hành, với cam kết rằng các đối tác bên thứ ba không cộng thêm bất kỳ khoản chênh lệch nào lên các dịch vụ do Walmart thực hiện. Đây là một chi tiết đáng chú ý, bởi nó cho thấy Walmart muốn kiểm soát chặt chẽ cấu trúc giá và ngăn tình trạng đội giá qua trung gian.

Một điểm mà Walmart đặc biệt nhấn mạnh trong thông cáo, và cũng là điểm dễ bị bỏ qua nếu đọc lướt, là chương trình không đòi hỏi nhà cung cấp thay đổi điều khoản vận chuyển trả trước (prepaid freight terms) hiện có. Nói cách khác, Walmart định vị Prepaid Consolidation như một lựa chọn bổ sung, một dịch vụ mà nhà cung cấp có thể chọn sử dụng để đơn giản hóa vận hành, chứ không phải một yêu cầu bắt buộc kèm theo việc tái đàm phán toàn bộ hợp đồng. Nhà cung cấp có hai con đường tham gia: hoặc quản lý lô hàng trực tiếp thông qua Walmart, hoặc làm việc qua ba nhà cung cấp dịch vụ logistics bên thứ ba đã được Walmart phê duyệt, gồm C.H. Robinson, Hub Group, và RJW Logistics, tất cả đều là những tên tuổi lớn và uy tín trong ngành logistics Bắc Mỹ.

Lời phát biểu chính thức đến từ ông Mike Gray, Phó Chủ tịch cấp cao phụ trách Chuỗi Cung Ứng của Walmart U.S. Ông nhấn mạnh rằng Walmart đang tập trung làm cho chuỗi cung ứng trở nên đơn giản hơn, nhanh hơn và hiệu quả hơn cho nhà cung cấp, đồng thời vẫn giữ hàng hóa luôn có sẵn trên kệ cho khách hàng. Bằng việc củng cố năng lực chặng đầu tiên, theo lời ông, Walmart đang giảm bớt sự phức tạp và giữ cho hàng hóa luôn lưu chuyển, để có thể tiếp tục mang lại nhiều giá trị hơn mỗi ngày. Thông điệp này được đặt thẳng vào triết lý cốt lõi mà Walmart theo đuổi suốt sáu thập kỷ: Giá Thấp Mỗi Ngày (Everyday Low Prices, viết tắt là EDLP). Mọi đồng chi phí cắt giảm được trong chuỗi cung ứng đều là một đồng có thể dùng để giữ giá bán thấp, và do đó mọi cải tiến vận hành đối với Walmart không chỉ là chuyện hiệu quả nội bộ mà là chuyện vũ khí cạnh tranh chiến lược.

Về phía lợi ích mà Walmart hứa hẹn cho nhà cung cấp, thông cáo liệt kê khá rõ ràng. Nhà cung cấp được hưởng quy trình vận chuyển đơn giản hóa với một đơn đặt hàng quốc gia và một điểm đến duy nhất, một cấu trúc giá minh bạch, và quyền tiếp cận mạng lưới phân phối toàn quốc của Walmart. Mô hình này, theo Walmart, cải thiện hiệu quả mà không buộc nhà cung cấp thay đổi điều khoản vận chuyển, đồng thời có thể giảm tổng chi phí và rút ngắn thời gian đưa hàng lên kệ. Ở phía nội bộ Walmart, lợi ích còn lớn hơn: bằng việc hợp nhất các lô hàng đầu vào và phân bổ tồn kho qua toàn bộ mạng lưới RDC, Walmart cải thiện được tính nhất quán của dòng chảy hàng hóa và giảm độ biến động, từ đó nâng cao độ chính xác của hoạt động bổ sung hàng (replenishment) và củng cố tỷ lệ hàng có sẵn trên kệ (in-stock performance) tại các cửa hàng. Trong ngôn ngữ bán lẻ, tỷ lệ in-stock là một trong những chỉ số sống còn, bởi mỗi lần khách hàng đến kệ và không thấy sản phẩm là một lần doanh thu bị mất trắng và lòng trung thành bị bào mòn.

Tuy nhiên, điều quan trọng không kém là những gì Walmart đã không công bố. Tính đến thời điểm ra mắt, Walmart chưa công khai con số phí cụ thể tính trên mỗi thùng hàng, chưa đưa ra bất kỳ tỷ lệ phần trăm tiết kiệm nào, và cũng chưa nêu tên những nhà cung cấp nào nằm trong giai đoạn triển khai đầu tiên. Walmart chỉ cho biết chương trình sẽ được mở rộng theo từng giai đoạn, và việc tham gia sẽ được ưu tiên dựa trên mức độ phù hợp về sản lượng và năng lực mở rộng của hệ thống. Nhà cung cấp quan tâm được hướng dẫn liên hệ qua một địa chỉ thư điện tử chuyên trách hoặc thông qua các đối tác logistics tham gia chương trình để tìm hiểu điều kiện. Sự thiếu vắng các con số cụ thể này không phải là chi tiết vô nghĩa; nó cho thấy đây là một chương trình đang trong giai đoạn cuốn chiếu thận trọng, và nó cũng đặt nhà cung cấp vào thế phải tự mình tính toán bài toán chi phí thay vì dựa vào một lời hứa tiết kiệm được niêm yết sẵn.

Để đặt quy mô của người ra quyết định vào đúng bối cảnh, cần nhớ Walmart lớn đến mức nào. Theo chính thông cáo, mỗi tuần có khoảng 280 triệu lượt khách hàng và hội viên ghé thăm hơn 10.900 cửa hàng cùng nhiều trang thương mại điện tử tại 19 quốc gia. Doanh thu năm tài chính 2026 của tập đoàn đạt 713 tỷ đô la, với khoảng 2,1 triệu nhân viên trên toàn cầu. Khi một thực thể ở quy mô này thay đổi cách nó tiếp nhận hàng hóa đầu vào, toàn bộ hệ sinh thái nhà cung cấp và các hãng vận tải phục vụ nó buộc phải điều chỉnh theo. Đó là lý do một thông cáo ba phút đọc, không kèm con số tài chính nào, lại xứng đáng được mổ xẻ kỹ lưỡng qua lăng kính vận hành. Bởi vì trong logistics, những thay đổi lặng lẽ nhất ở chặng đầu tiên thường tạo ra những dịch chuyển lớn nhất ở toàn bộ phần còn lại của chuỗi.

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Outlines and Key Takeaways

Part 1 – Official Announcement

Part 2 – Background and Meaning

Part 3 – Analysis Through the Lens of Operational Excellence

Part 4 – Lessons for Businesses

Part 5 – Conclusion

PART 1: OFFICIAL INFORMATION

On May 26, 2026, from its headquarters in Bentonville, Arkansas, Walmart announced a new supply chain strategy called Prepaid Consolidation. On the surface, this was merely a press release that takes less than three minutes to read, with no sensational financial figures, no grand launch event, and no revolutionary declarations attached. But for the tens of thousands of suppliers selling into the largest retail system on the planet, it is one of the most important structural changes in how goods move from factory to shelf since Walmart popularized the cross-docking technique in the 1980s.

The essence of the program can be summed up in one sentence: instead of having suppliers transport their goods piecemeal to each distribution center, Walmart allows suppliers to send all their goods under a single national purchase order to one single location, after which Walmart itself consolidates the goods and redistributes them across all 42 regional distribution centers (RDCs) throughout the United States. It sounds simple, but behind that brief description lies a complete reversal of the burden of coordinating inbound logistics, the stage that professionals call the first mile.

To understand the scale of the change, one must picture the old landscape. Before this program, a mid-sized supplier wanting to get goods into Walmart had to arrange transportation of its products to each individual RDC that Walmart designated. With a network of 42 RDCs spread across U.S. territory, this meant suppliers frequently had to ship small, less-than-full-truckload shipments via the Less-Than-Truckload (LTL) method. LTL shipping is by nature the least efficient and most expensive form per unit of goods, because the business pays for truck space it does not fill, the goods pass through multiple transfers and handling points, delivery times stretch longer, and the risk of damage is higher. A supplier selling into many different geographic regions might have to maintain dozens of parallel LTL lanes, each one a separate contract, a separate invoice, a separate schedule, and a separate point where errors can arise.

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The Prepaid Consolidation program eliminates most of that fragmentation. Instead of dozens of separate LTL flows, suppliers now only need to bring their goods to a single consolidation point. There, Walmart uses its automated consolidation centers, called Automated Consolidation Centers (ACC), to merge the goods of many suppliers together, turning scattered LTL shipments into Full Truckload (FTL) trucks running straight to the RDCs. Walmart currently operates three automated consolidation centers, located in Colton (California), Minooka (Illinois), and Lebanon (Pennsylvania), three sites positioned to cover the three major geographic regions of the United States: the West Coast, the Midwest, and the East Coast. This automated consolidation step is the heart of the program, and also the reason Walmart can offer suppliers a level of efficiency that an individual business could hardly achieve on its own.

On the financial mechanism, Walmart designed the program in a way it emphasizes as transparent. Suppliers pay a price-per-case rate, and this rate covers two components: the cost of case handling at the automated consolidation center, and the cost of outbound transportation from the consolidation center to Walmart’s RDCs. For suppliers who choose to work through Walmart-approved third-party logistics providers, pricing is region-specific and publicly listed on a rate card issued by Walmart itself, with a commitment that the third-party partners add no additional markup on the services Walmart performs. This is a noteworthy detail, because it shows Walmart wants to tightly control the price structure and prevent price inflation through intermediaries.

One point Walmart particularly emphasized in the announcement, and one easily missed on a quick read, is that the program does not require suppliers to change their existing prepaid freight terms. In other words, Walmart positions Prepaid Consolidation as an optional add-on, a service that suppliers can choose to use to simplify operations, rather than a mandatory requirement that comes with renegotiating the entire contract. Suppliers have two paths to participate: either manage the shipment directly through Walmart, or work through three Walmart-approved third-party logistics providers — C.H. Robinson, Hub Group, and RJW Logistics — all major and reputable names in the North American logistics industry.

The official statement came from Mike Gray, Senior Vice President of Supply Chain at Walmart U.S. He emphasized that Walmart is focused on making the supply chain simpler, faster, and more efficient for suppliers, while keeping goods in stock for customers. By strengthening its first-mile capabilities, in his words, Walmart is reducing complexity and keeping goods moving, so it can continue to deliver even more value every day. This message is placed squarely within the core philosophy Walmart has pursued for six decades: Everyday Low Prices (EDLP). Every dollar of cost cut from the supply chain is a dollar that can be used to keep retail prices low, and therefore every operational improvement, for Walmart, is not merely a matter of internal efficiency but a matter of strategic competitive weaponry.

On the benefits Walmart promises suppliers, the announcement lays them out fairly clearly. Suppliers enjoy a simplified shipping process with one national purchase order and a single destination, a transparent price structure, and access to Walmart’s national distribution network. This model, according to Walmart, improves efficiency without forcing suppliers to change freight terms, and can also reduce total cost and shorten time to shelf. On Walmart’s internal side, the benefit is even greater: by consolidating inbound shipments and allocating inventory across its entire RDC network, Walmart improves the consistency of goods flow and reduces variability, thereby enhancing the accuracy of replenishment and strengthening in-stock performance at stores. In retail language, the in-stock rate is one of the make-or-break metrics, because every time a customer reaches a shelf and does not find the product, it is a sale lost outright and loyalty eroded.

Just as important, however, is what Walmart did not announce. As of launch, Walmart has not disclosed the specific per-case fee, has not given any savings percentage, and has not named which suppliers are in the first rollout phase. Walmart only stated that the program will be expanded in phases, and that participation will be prioritized based on volume alignment and capacity expansion. Interested suppliers are directed to contact a dedicated email address or one of the participating logistics partners to explore eligibility. The absence of these specific numbers is not a meaningless detail; it shows this is a program in a cautious rolling phase, and it also puts suppliers in a position where they must calculate the cost equation themselves rather than rely on a pre-listed savings promise.

To place the decision-maker’s scale in proper context, one must remember how large Walmart is. According to the announcement itself, each week approximately 280 million customers and members visit more than 10,900 stores along with numerous e-commerce sites across 19 countries. The group’s fiscal year 2026 revenue reached $713 billion, with roughly 2.1 million associates worldwide. When an entity of this scale changes how it receives inbound goods, the entire ecosystem of suppliers and the carriers serving it is forced to adjust accordingly. That is why a three-minute press release, with no financial figures attached, deserves to be dissected carefully through an operational lens. Because in logistics, the quietest changes at the first mile often produce the largest shifts across the entire rest of the chain.

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This is the bilingual post in English and Vietnamese. Vietnamese is below.

Đây là bài viết song ngữ Anh-Việt. Tiếng Việt ở bên dưới.

English

PART 1 – OFFICIAL INFORMATION

Throughout the history of the copper mining and smelting industry, the financial relationship between mining companies (miners) and smelters has always operated according to one immutable principle: mining companies extract copper concentrate, transport it to smelters, and pay smelters a fee called Treatment and Refining Charges (abbreviated as TC/RC) for the smelter to process the concentrate into refined copper with 99.99% purity. TC is calculated in dollars per tonne of concentrate, RC is calculated in cents per pound of refined copper. This model has existed for decades and has been regarded as the economic foundation of the entire global copper value chain. In 2026, that model was completely reversed.

In January 2026, the annual TC/RC benchmark established through negotiations between the Chilean mining group Antofagasta and major Chinese smelters fell to 0 dollars per tonne and 0 cents per pound, the lowest level ever agreed upon in the history of TC/RC negotiations. Just one year earlier, the benchmark for 2025 was $21.25 per tonne TC and 2.125 cents per pound RC. The decline from $21.25 to $0 within 12 months was already an unprecedented shock. But the spot market went even further: in Q1 2026, spot TC/RC fell to negative $66.40 per tonne, meaning smelters not only received no processing fee, but had to pay mining companies just for the right to purchase copper concentrate to process. This was the first time in the history of the copper smelting industry that the cash flow completely reversed: smelters paying miners instead of miners paying smelters.

The direct cause of this reversal was a structural imbalance between smelting capacity and concentrate supply. China, which accounts for over 50% of global copper smelting capacity, had been continuously building new smelters throughout the past decade. The total primary smelting capacity of the CSPT (China Smelters Purchase Team), comprising China’s largest smelters, reached 9.10 million tonnes per year in 2025 and was projected to increase to 9.61 million tonnes per year in 2026 following the commissioning of the Chifeng Jinjian II plant (capacity 300,000 tonnes per year) and the completion of the Jinguan plant ramp-up phase. Meanwhile, global copper concentrate mine output increased by only approximately 1.4% (equivalent to roughly 500,000 tonnes) in 2026, according to estimates from the International Copper Study Group (abbreviated as ICSG). The result was dozens of smelters competing for a nearly stagnant supply of concentrate, pushing concentrate prices up and processing fees below zero.

But the supply-demand imbalance in copper concentrate was not the sole factor creating the crisis. Two consecutive geopolitical shocks transformed a structural problem into a comprehensive crisis. The first shock occurred on February 28, 2026, when the Strait of Hormuz was blockaded due to military conflict between the United States, Israel, and Iran. Before the blockade, the Strait of Hormuz was a maritime route carrying 25% of global seaborne oil and 20% of liquefied natural gas (LNG). But few realized that Middle Eastern oil refineries also produce 70% of the world’s elemental sulfur, the raw material for producing sulfuric acid, an essential chemical in the hydrometallurgical copper leaching process. Approximately 20% of global copper production depends on hydrometallurgical processes that consume more than 1 tonne of sulfuric acid for every tonne of copper produced. When the Strait of Hormuz was blockaded, approximately 50% of global seaborne sulfur supply was cut off, and spot sulfuric acid prices tripled in some markets.

The second shock came from China. On May 1, 2026, China officially banned sulfuric acid exports, a by-product of pyrometallurgical copper smelting. China is the world’s largest sulfuric acid producer, accounting for over 40% of global output, and in 2025 had exported a record 4.65 million tonnes. The ban was expected to last through the end of 2026. When sulfuric acid supply from the Middle East (via the Strait of Hormuz) and from China (via the export ban) was simultaneously cut, copper mines in Chile, Peru, the Democratic Republic of Congo, Zambia, and Indonesia that depended on imported sulfuric acid for hydrometallurgical processes were all directly affected, creating additional pressure on an already deficit refined copper supply.

The consequences on the copper price market were immediate and dramatic. Copper prices on the London Metal Exchange (abbreviated as LME) reached an all-time high of $14,527.50 per tonne on January 29, 2026. As of June 2, 2026, LME spot copper prices remained at $13,965.50 per tonne. J.P. Morgan Global Research forecast an average copper price of $12,075 per tonne for the full year 2026 and projected that the United States would face a deficit of 330,000 tonnes of refined copper. ICSG forecast a global refined copper market deficit of approximately 150,000 tonnes in 2026. This was not a temporary price fever driven by speculation. This was the result of a structural shift in the global copper supply chain, where demand exceeds supply at every link, from concentrate to processing chemicals to the final refined product.

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This is the bilingual post in English and Vietnamese. Vietnamese is below.

Đây là bài viết song ngữ Anh-Việt. Tiếng Việt ở bên dưới.

English

PART 1 – OFFICIAL INFORMATION

On May 14, 2026, Stellantis (operating in the United States under the legal name FCA US, LLC) officially decided to recall 419,035 Jeep Grand Cherokee vehicles from the 2022 to 2026 model years (internal code WL74) and Jeep Grand Cherokee L from the 2023 to 2025 model years (internal code WL75) across the entire United States. The cause of the recall is a software error in the passenger protection system control module, called the Occupant Restraint Controller (abbreviated as ORC), which may cause side curtain airbags to deploy with a delay during a side-impact collision. According to the filing submitted to the National Highway Traffic Safety Administration (abbreviated as NHTSA), the ORC software error produces no warning signs whatsoever before the fault occurs. Only when the error is already present in the system does the airbag warning light on the instrument cluster illuminate, accompanied by a chime alert during each vehicle start-up cycle. This means that hundreds of thousands of Jeep Grand Cherokee drivers may be traveling on the road every day with a side airbag system that is not functioning as designed, completely unaware of the defect, until an actual collision occurs and the airbag deploys a few hundredths of a second later than the optimal moment, enough to turn a minor injury into a serious injury or fatality.

To understand the severity of this defect, one must understand the operating mechanism of side airbags. In a side-impact collision at 50 km/h, the time from impact to the moment the occupant’s head contacts the door glass or roof pillar is approximately 15 to 20 milliseconds. The side curtain airbag must fully deploy within the first 10 to 15 milliseconds after impact to create a protective cushion in time. Any delay, even by just a few milliseconds, can result in the airbag not being fully inflated when the occupant’s head has already contacted a hard surface, significantly reducing its protective effectiveness. The ORC software error in the Jeep Grand Cherokee creates precisely that scenario: the control module processes crash sensor signals slower than designed, causing the airbag activation command to be delayed within a time window where every millisecond has life-or-death significance.

Stellantis announced it would send recall notification letters to all affected vehicle owners between June 11 and June 19, 2026. The remedy is an ORC software update performed at authorized Jeep dealerships, completely free of charge for vehicle owners. However, the gap between the recall decision date (May 14) and the earliest notification letter date (June 11) is nearly one month, a period during which 419,035 vehicles continue to travel on roads with the unfixed airbag software error. NHTSA advises vehicle owners to proactively check the recall status of their vehicles on the official website nhtsa.gov by entering their Vehicle Identification Number (abbreviated as VIN), rather than waiting for the notification letter to arrive.

This is not the first time the Jeep brand under Stellantis has faced a large-scale recall campaign in recent times. Previously, Stellantis had to recall 320,065 Jeep Wrangler 4xe (model years 2020 to 2025) and Jeep Grand Cherokee 4xe (model years 2022 to 2026) plug-in hybrid electric vehicles (abbreviated as PHEV) due to high-voltage battery fire risk. This campaign was later expanded to 375,000 vehicles through three separate recall waves: campaign 23V-787 in October 2023, campaign 24V-720 in September 2024, and campaign 25V-741 in October 2025. NHTSA documented a total of 19 fires and 1 injury related to the 4xe battery defect. During the repair waiting period, Stellantis instructed owners to park their vehicles outdoors, away from structures, and to refrain from charging the battery overnight. When adding the recall of 419,035 vehicles for the ORC airbag software error, the total number of Jeep vehicles recalled within the past three years has surpassed the 794,000-unit mark, an alarming figure for any automotive brand, especially when two entirely different types of defects (battery hardware and airbag software) both target life-safety systems of occupants.

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The Great Business Reset: Why Many Companies Will Struggle in the Next 3 Years

BizInsider x 10X Excellence Hub Executive Coaching Series

Over the last few years, many businesses have experienced something unusual.

Revenue may still exist.
Demand may still exist.
Opportunities may still exist.

But internally, many companies are becoming:

• slower

• more chaotic

• more expensive

• harder to manage

• and increasingly dependent on founders or a few key people

At the same time, the business landscape is changing rapidly.

AI is transforming operations.
Cost pressure is increasing globally.
Execution speed is becoming critical.
And many traditional management systems are starting to break under modern business complexity.

The uncomfortable reality is this:

Many companies are not struggling because of the market alone.

They are struggling because their operating systems are outdated.

That is why our second flagship Executive Coaching Session for BizInsider Loyal Fan and 10X Excellence Hub members will focus on one of the most important business transformation topics of this era:

“The Great Business Reset: Why Many Companies Will Struggle in the Next 3 Years”

Date:

June 26, 2026

Time:

8:00 PM CST

In this session, we will discuss:

• AI-enabled business models

• operational discipline

• founder dependency

• cost pressure

• execution gaps

• why many organizations are becoming operationally fragile

• and why outdated operating systems are quietly limiting growth and scalability

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This session is designed for:

• business owners

• executives

• operators

• startup founders

• managers

• consultants

• and transformation leaders preparing for the next business cycle

Participants will better understand:

• what must change inside modern organizations

• how smart companies are redesigning their operating models

• how Operational Excellence and AI are becoming competitive advantages

• and what leaders must do now to build leaner, stronger, and more resilient businesses

This is not just another business webinar.

It is a strategic executive-level conversation about survival, adaptability, and long-term competitiveness in the AI economy.

DBA John Ngo
BizInsider x 10X Excellence Hub

This session is reserved for BizInsider Loyal Fan members only.

Zoom Link

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Outlines and Key Takeaways

Part 1 – Official Announcement

Part 2 – Background and Meaning

Part 3 – Analysis Through the Lens of Operational Excellence

Part 4 – Lessons for Businesses

Part 5 – Conclusion

PART 1: OFFICIAL INFORMATION

At exactly midnight on May 30, 2026, a change that appeared to be merely a minor update to the shipping fee schedule of DHL eCommerce took effect, but its impact rippled across millions of e-commerce orders throughout the United States. DHL eCommerce increased its domestic fuel surcharge from $0.15 per pound to $0.29 per pound, a 93% increase overnight. But the 93% figure is not the whole story. Along with the surcharge increase, DHL simultaneously changed its pricing structure in a way that disadvantages small-volume shippers: all packages with a billable weight under 1 pound will now be assessed a minimum fuel surcharge equal to a full 1 pound, completely eliminating the lightweight discount that many Direct-to-Consumer (abbreviated as DTC) e-commerce businesses had relied upon for years. According to a detailed analysis from Intelligent Audit, under the previous surcharge structure, the domestic fuel surcharge schedule for DHL eCommerce ranged from $0.05 to $0.19 per pound depending on market diesel prices. As of May 30, 2026, the new schedule rises to a range of $0.19 to $0.36 per pound, nearly doubling the previous ceiling. Even more notably, DHL expanded its surcharge table up to a fuel price of $8.20 per gallon, a clear signal that the company is preparing for a scenario of prolonged and significantly more severe fuel volatility than the current situation in the near future.

With the DHL eCommerce network focused specifically on the lightweight residential shipments segment, the actual impact on shippers is far greater than the percentage figure in the headline suggests. Imagine a business selling cosmetics online with an average weight of only 0.3 pounds per package. Before May 30, this business was charged fuel surcharges based on actual weight. After May 30, they must pay the surcharge for a full 1 pound, meaning more than triple the previous rate for the same product, the same route, the same delivery speed, without receiving any additional service value. Ebb Logistics Consulting, a U.S.-based logistics consulting firm, advises businesses currently shipping through DHL eCommerce to immediately review recent invoice data, identify total shipping weight, average billable weight per package, service mix utilization, zone distribution, and surcharge costs per shipment batch, then model the $0.14 per pound increase across their entire actual shipping history to assess the precise financial impact.

But what makes the 93% surcharge story far more complex is the context in which it occurs. Just two days before the new surcharge took effect, on May 28, 2026, DHL eCommerce and the United States Postal Service (USPS) jointly announced a long-term exclusive agreement valued at over $10 billion for last-mile delivery service across the entire United States. Under this agreement, DHL eCommerce will handle nationwide pickup, sorting at 19 fully automated sorting centers, and linehaul transportation via its air and ground network, before handing off to USPS for last-mile delivery completion. DHL eCommerce leverages the USPS last-mile network, a network covering more than 41,550 ZIP Codes and over 170 million delivery points, six days per week. This $10 billion agreement is the largest in the 25-year partnership history between DHL eCommerce and USPS, and it raises an obvious question: is the 93% surcharge increase DHL’s way of shifting part of the cost of this massive agreement onto shippers?

At precisely the moment DHL was restructuring its relationship with USPS and raising surcharges, another development was changing the landscape of the U.S. logistics market in an entirely opposite direction. On May 4, 2026, Amazon officially launched Amazon Supply Chain Services (abbreviated as ASCS), opening its entire transportation, warehousing, fulfillment, and last-mile delivery capabilities to all businesses outside the Amazon ecosystem, not limited to sellers on the Amazon.com marketplace. ASCS integrates multimodal freight services including ocean, air, ground, and rail, combined with distribution and fulfillment at warehouse systems operated by more than 1 million Amazon Robotics robots, and last-mile delivery through its proprietary Amazon Shipping network. Amazon’s fleet in North America as of Q1 2026 includes more than 80,000 dry van trailers, more than 24,000 intermodal containers, more than 40,000 semi trucks, more than 30,000 delivery vans, more than 25,000 electric vehicles (with a target of 100,000 by 2030), and more than 110 cargo aircraft in the Amazon Air fleet. The first major brands to sign up for ASCS include Procter and Gamble, 3M, Lands’ End, and American Eagle Outfitters. Amazon targets customers in the retail, manufacturing, healthcare, and automotive industries, positioning ASCS as a comprehensive third-party logistics (3PL) solution with advantages no traditional logistics provider can match: an artificial intelligence forecasting model trained on the world’s largest supply chain dataset, and a fulfillment fuel surcharge of only 3.5%, an extraordinarily modest figure when placed alongside the 93% increase from DHL eCommerce.

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Nội dung

Phần 1 – Thông tin chính thức

Phần 2 – Bối cảnh thị trường và ý nghĩa

Phần 3 – Phân tích qua lăng kính Operational Excellence

Phần 4 – Bài học cho Doanh nghiệp

Phần 5 – Kết luận

PHẦN 1: THÔNG TIN CHÍNH THỨC

Đúng 0 giờ ngày 30 tháng 5 năm 2026, một thay đổi tưởng chừng chỉ là dòng cập nhật nhỏ trong biểu phí vận chuyển của DHL eCommerce bắt đầu có hiệu lực, nhưng tác động của nó lan tỏa qua hàng triệu đơn hàng thương mại điện tử trên khắp nước Mỹ. DHL eCommerce tăng phụ phí nhiên liệu nội địa từ 0,15 đô la mỗi pound lên 0,29 đô la mỗi pound, một mức tăng 93% chỉ sau một đêm. Nhưng con số 93% chưa phải là toàn bộ câu chuyện. Cùng với mức tăng phụ phí, DHL đồng thời thay đổi cấu trúc tính phí theo hướng bất lợi cho người gửi hàng nhỏ lẻ: tất cả kiện hàng có trọng lượng tính phí dưới 1 pound giờ đây sẽ bị áp mức phụ phí nhiên liệu tối thiểu bằng 1 pound đầy đủ, xóa bỏ hoàn toàn ưu đãi trọng lượng nhẹ mà nhiều doanh nghiệp thương mại điện tử bán hàng trực tiếp đến người tiêu dùng (Direct-to-Consumer, viết tắt là DTC) đã phụ thuộc trong nhiều năm qua. Theo phân tích chi tiết từ Intelligent Audit, dưới cấu trúc phụ phí trước đó, biểu giá nhiên liệu nội địa của DHL eCommerce dao động trong khoảng từ 0,05 đến 0,19 đô la mỗi pound tùy theo giá diesel trên thị trường. Kể từ ngày 30 tháng 5 năm 2026, biểu giá mới tăng lên dải 0,19 đến 0,36 đô la mỗi pound, gần gấp đôi mức trần cũ. Đáng chú ý hơn nữa, DHL còn mở rộng bảng biểu phí lên đến mức giá nhiên liệu 8,20 đô la mỗi gallon, một tín hiệu rõ ràng rằng công ty đang chuẩn bị cho kịch bản biến động nhiên liệu kéo dài và nghiêm trọng hơn rất nhiều so với hiện tại trong tương lai gần.

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Với mạng lưới DHL eCommerce tập trung đặc biệt vào phân khúc kiện hàng nhẹ giao đến nhà (lightweight residential shipments), tác động thực tế lên người gửi hàng lớn hơn nhiều so với con số phần trăm trên tiêu đề gợi ý. Hãy hình dung một doanh nghiệp bán mỹ phẩm trực tuyến với trọng lượng trung bình chỉ 0,3 pound mỗi kiện hàng. Trước ngày 30 tháng 5, doanh nghiệp này được tính phụ phí nhiên liệu theo trọng lượng thực tế. Sau ngày 30 tháng 5, họ phải trả phụ phí cho đủ 1 pound, tức là gấp hơn ba lần mức cũ cho cùng một sản phẩm, cùng một tuyến đường, cùng một tốc độ giao hàng, mà không nhận được thêm bất kỳ giá trị dịch vụ nào. Ebb Logistics Consulting, một công ty tư vấn logistics có trụ sở tại Mỹ, khuyến cáo các doanh nghiệp đang gửi hàng qua DHL eCommerce nên ngay lập tức rà soát dữ liệu hóa đơn gần đây, xác định tổng trọng lượng gửi, trọng lượng tính phí trung bình trên mỗi kiện, cơ cấu dịch vụ sử dụng, phân bổ zone (vùng giao hàng), và chi phí phụ phí theo từng lô hàng, sau đó mô hình hóa mức tăng 0,14 đô la mỗi pound lên toàn bộ lịch sử gửi hàng thực tế để đánh giá tác động tài chính chính xác.

Nhưng điều khiến câu chuyện phụ phí 93% trở nên phức tạp hơn rất nhiều là bối cảnh mà nó xảy ra. Chỉ hai ngày trước khi mức phụ phí mới có hiệu lực, vào ngày 28 tháng 5 năm 2026, DHL eCommerce và Bưu điện Hoa Kỳ (USPS) cùng công bố một thỏa thuận độc quyền dài hạn trị giá hơn 10 tỷ đô la cho dịch vụ giao hàng chặng cuối (last-mile delivery) trên toàn nước Mỹ. Theo thỏa thuận này, DHL eCommerce sẽ đảm nhận việc thu gom hàng trên toàn quốc, phân loại tại 19 trung tâm phân loại tự động hóa hoàn toàn, và vận chuyển đường dài bằng mạng lưới hàng không và đường bộ của mình, trước khi chuyển giao cho USPS để hoàn tất giao hàng chặng cuối. DHL eCommerce tận dụng mạng lưới chặng cuối của USPS, mạng lưới bao phủ hơn 41.550 mã bưu chính (ZIP Code) và hơn 170 triệu điểm giao hàng, sáu ngày mỗi tuần. Thỏa thuận trị giá 10 tỷ đô la này là thỏa thuận lớn nhất trong 25 năm quan hệ hợp tác giữa DHL eCommerce và USPS, và nó đặt ra câu hỏi rõ ràng: liệu mức tăng phụ phí 93% có phải là cách DHL chuyển một phần chi phí của thỏa thuận khổng lồ này sang người gửi hàng?

Đúng vào thời điểm DHL tái cấu trúc mối quan hệ với USPS và tăng phụ phí, một động thái khác đang thay đổi cục diện thị trường logistics Mỹ theo hướng hoàn toàn ngược lại. Ngày 4 tháng 5 năm 2026, Amazon chính thức ra mắt Amazon Supply Chain Services (viết tắt là ASCS), mở toàn bộ năng lực vận tải, kho bãi, fulfillment (xử lý đơn hàng), và giao hàng chặng cuối cho mọi doanh nghiệp bên ngoài hệ sinh thái Amazon, không giới hạn ở người bán trên sàn thương mại điện tử Amazon.com. ASCS tích hợp dịch vụ vận tải đa phương thức bao gồm đường biển, hàng không, đường bộ, và đường sắt, kết hợp với phân phối và fulfillment tại hệ thống kho được vận hành bởi hơn 1 triệu robot Amazon Robotics, và giao hàng chặng cuối qua mạng lưới riêng Amazon Shipping. Đội xe của Amazon tại Bắc Mỹ tính đến quý 1 năm 2026 bao gồm hơn 80.000 rơ-moóc container khô, hơn 24.000 container liên vận (intermodal), hơn 40.000 đầu kéo bán tải (semi trucks), hơn 30.000 xe van giao hàng, hơn 25.000 xe điện (với mục tiêu 100.000 vào năm 2030), và hơn 110 máy bay vận tải thuộc đội bay Amazon Air. Các thương hiệu lớn đầu tiên đăng ký sử dụng ASCS bao gồm Procter and Gamble, 3M, Lands’ End, và American Eagle Outfitters. Amazon nhắm đến khách hàng trong các ngành bán lẻ, sản xuất, y tế, và ô tô, định vị ASCS như một giải pháp logistics bên thứ ba (3PL) toàn diện với lợi thế mà không nhà cung cấp logistics truyền thống nào có thể sánh được: mô hình dự báo trí tuệ nhân tạo được huấn luyện trên bộ dữ liệu chuỗi cung ứng lớn nhất thế giới, và phụ phí nhiên liệu cho dịch vụ fulfillment chỉ ở mức 3,5%, một con số vô cùng khiêm tốn khi đặt cạnh mức tăng 93% của DHL eCommerce.

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This is the bilingual post in English and Vietnamese. Vietnamese is below.

Đây là bài viết song ngữ Anh-Việt. Tiếng Việt ở bên dưới.

English

PART 1 – OFFICIAL INFORMATION

On February 23, 2026, at the Renaissance Phoenix Glendale Hotel in Arizona, more than a thousand process improvement professionals from around the world walked into a conference hall decorated with a large number 25 behind the stage. They came to celebrate a quarter century since ASQ (the American Society for Quality) first organized the Lean and Six Sigma Conference in the early 2000s, transforming a methodology born in semiconductor factories into a global movement with its own stage, its own community, and influence that extended far beyond the borders of manufacturing. This year’s theme was “Leaning into the Future”, a subtle play on words between “lean” (as in lean manufacturing) and “leaning” (tilting forward), accurately reflecting the question that everyone in the auditorium was asking themselves: in the age of artificial intelligence, Digital Twin, and automation, how long can this forty-year-old methodology stand firm, or is it entering the most powerful renaissance in its history?

To answer that question, one must go back forty years, to a place more than two thousand kilometers from Phoenix: Motorola’s factory in Schaumburg, Illinois. In 1986, Bill Smith, a senior engineer with more than thirty years of industry experience, presented to CEO Bob Galvin a study that made the entire leadership team pause and reflect. Smith discovered that products which underwent multiple repairs during production had significantly higher field failure rates compared to those that passed through the line without intervention. That finding sounds obvious today, but in the mid-1980s, the prevailing philosophy was “inspect quality at the end of the line”: if the final product met standards, the process that produced it did not matter. Smith completely overturned that thinking. He argued that quality must be built into the process, not inspected into the product, and the only way to achieve that was to reduce process variation to near zero: 3.4 defects per million opportunities. He called that target Six Sigma, named after the statistical symbol representing six standard deviations from the mean.

Together with Mikel Harry, an engineer later known as the principal architect of the methodology, Smith built a four-stage problem-solving framework: Measure, Analyze, Improve, Control, abbreviated as MAIC. This framework was not invented from nothing. It inherited and systematized the quality management principles that W. Edwards Deming, Joseph Juran, and Walter Shewhart had developed since the mid-twentieth century. But Smith and Harry’s contribution was transforming those scattered principles into a structured methodology that could be taught, deployed, and measured in dollars. Just two years after implementation, Motorola won the Malcolm Baldrige National Quality Award in 1988, the most prestigious presidential-level quality award in the United States. By 2005, Motorola announced that Six Sigma had helped the company save a cumulative total of more than $17 billion since inception.

But Six Sigma might have forever remained an internal Motorola program if not for Jack Welch. In 1995, the legendary CEO of General Electric decided to make Six Sigma the core business strategy of the entire corporation, not just in the manufacturing division but in every department, from finance to human resources, from sales to logistics. Welch added a Define stage at the beginning of MAIC to create the complete DMAIC framework known today, ensuring that every project began by clearly defining the problem to be solved and the voice of the customer. GE reported savings of $350 million in 1998 alone, a figure that later exceeded $1 billion per year and accumulated more than $12 billion over five years. More important than the numbers, Welch created an incentive system that no company before had dared to implement: he tied 40% of senior management bonuses to Six Sigma project results, and promotions were reserved only for those who had completed at least one project at the Green Belt level or above. Six Sigma was no longer optional. It was a condition of survival at GE.

Parallel to the statistical revolution in the West, across the Pacific, Toyota’s production system with its Lean philosophy developed by Taiichi Ohno and Shigeo Shingo since the 1950s had proven that eliminating waste and reducing variation were not two different battles but two sides of the same coin. Lean focused on speed and flow: eliminating seven types of waste (Muda), reducing cycle time, and continuously creating value for the customer. Six Sigma focused on precision and consistency: reducing variation, eliminating defects, and bringing every process into statistical control. In the early 2000s, pioneering companies recognized that combining the two approaches would create synergy greater than the sum of both parts, and the term Lean Six Sigma was born. According to a report by iSixSigma Magazine in 2007, Lean Six Sigma had helped Fortune 500 companies save an estimated $427 billion over twenty years, a figure that no other management methodology in history had ever achieved.

Bill Smith died in 1993 from a heart attack at work on the Motorola campus, just seven years after laying the foundation for the methodology that bore his name. He did not live long enough to see GE turn Six Sigma into a global standard, to see hospitals use DMAIC to reduce emergency room wait times, to see banks use Lean to optimize loan approval processes, or to see millions of people around the world call themselves Green Belts and Black Belts like martial arts rankings. But in February 2026, when more than a thousand people stood up in the auditorium in Phoenix to celebrate 25 years of the conference named after the methodology he created, Bill Smith’s legacy needed no introduction.

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AI-Powered Professionals: The New Career Operating System

BizInsider x 10X Excellence Hub Executive Coaching Series

The professional world is changing faster than most people expected.

AI is no longer just a tool for technology companies.
It is becoming part of daily operations, decision-making, communication, research, hiring, customer service, and even leadership itself.

Over the next few years, many traditional career paths will become more vulnerable.

Not because people are not smart.
But because the speed of adaptation is becoming more important than experience alone.

Many professionals today are starting to feel the pressure:

• information overload

• AI anxiety

• fear of becoming obsolete

• increasing competition

• faster expectations

• and constant disruption inside the workplace

At the same time, a new generation of professionals is emerging.

They are learning how to combine:

• human judgment

• systems thinking

• execution discipline

• Operational Excellence

• and AI leverage

to operate faster, smarter, and more effectively than before.

That is why our first flagship Executive Coaching Session for BizInsider Loyal Fan and 10X Excellence Hub members will focus on one of the most important professional topics of this era:

“AI-Powered Professionals: The New Career Operating System”

Date:

May 31, 2026

Time:

8:30 AM CST

In this session, we will discuss:

• how AI is reshaping the workforce

• why many traditional career paths are becoming vulnerable

• what skills will become more valuable in the next 3-5 years

• how AI is changing professional expectations

• and how smart professionals can build an AI-powered operating system for work, learning, and execution

This is not a technical AI class.

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This is a strategic executive coaching session designed for:

• professionals

• managers

• consultants

• business owners

• startup founders

• operators

• and ambitious lifelong learners preparing for the future economy

The expected outcome is simple:

Participants will leave with a clearer roadmap to remain competitive, adaptable, and valuable in the AI economy.

More importantly, they will better understand how to think, operate, and grow in a world where AI is becoming part of everyday business reality.

DBA John Ngo
BizInsider x 10X Excellence Hub

This session is reserved for BizInsider Loyal Fan members only.

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The world is entering one of the biggest transformation periods in modern history.

AI is changing how professionals work.
Businesses are being forced to redesign their operating models.
Traditional management systems are becoming outdated.
And many smart, hardworking people are starting to feel overwhelmed by the speed of change.

Over the last few months, I have had many conversations with executives, business owners, managers, consultants, and professionals across the US and Vietnam.

Many of them are asking the same questions:

How do we stay relevant in the AI era?
How do we lead during uncertainty?
How do we continue performing at a high level without burning out?
And how do we transform instead of becoming obsolete?

That is one of the reasons why we are officially launching the new BizInsider x 10X Excellence Hub Executive Coaching Series from May to August 2026.

This is not designed as a traditional webinar series.

It is an executive-level learning and transformation experience for professionals, operators, founders, managers, and ambitious lifelong learners preparing for the future economy.

Please note that these webinars are for Loyal Fans only.

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1. Our first flagship session will take place on May 31, 2026 at 8:30 AM CST:

“AI-Powered Professionals: The New Career Operating System”

In this session, we will discuss:

• how AI is reshaping the workforce

• why many traditional career paths are becoming vulnerable

• what skills will become more valuable in the next 3-5 years

• and how smart professionals can build an AI-powered operating system for work, learning, and execution

The expected outcome is simple:
Participants will leave with a clearer roadmap to remain competitive, adaptable, and valuable in the AI economy.

2. Our second flagship session will be held on June 26, 2026 at 8:00 PM CST:

“The Great Business Reset: Why Many Companies Will Struggle in the Next 3 Years”

This session will focus on:

• AI-enabled business models

• operational discipline

• founder dependency

• cost pressure

• execution gaps

• and why many companies are struggling not because of the market, but because of outdated operating systems

The outcome:
Business owners and leaders will better understand what must change now to build a leaner, stronger, and more resilient organization.

3. Our third flagship session will take place on July 24, 2026 at 8:00 PM CST:

“Elite Performance in the AI Era: Energy, Focus & Execution”

Today, many professionals are not lacking intelligence.
They are lacking clarity, focus, recovery, and execution energy.

In this session, we will explore:

• burnout and decision fatigue

• high-performance routines

• executive stamina

• focus systems

• operator lifestyle

• and sustainable performance in an age of overload and distraction

The goal is to help participants operate with more clarity, discipline, resilience, and long-term energy.

4. Finally, in August 2026, we will host a special offline event in Vietnam:

“From Learning to Transformation: Building the Next Generation of Vietnamese Operators & Leaders”

This will not simply be a networking event.
It is designed as a transformational gathering focused on:

• leadership

• execution culture

• AI + Operational Excellence

• business transformation

• ecosystem building

• and the future of Vietnamese global talent

Alongside these monthly flagship sessions, members inside the Skool 10X Excellence Hub community will also join smaller bi-weekly coaching sessions focused on implementation and execution.

Topics include:

• building your AI executive assistant

• reducing operational chaos

• executive energy management

• strategic reinvention

• productivity systems

• and practical AI workflows for business and leadership

The future will belong to people who can learn fast, adapt fast, and execute consistently.

Not just people with knowledge.
But people who can transform knowledge into action.

Looking forward to seeing many of you inside the upcoming sessions.

BizInsider x 10X Excellence Hub

Executive Coaching Series 2026

May - August 2026

DBA John Ngo
BizInsider x 10X Excellence Hub

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This is the bilingual post in English and Vietnamese. Vietnamese is below.

Đây là bài viết song ngữ Anh-Việt. Tiếng Việt ở bên dưới.

English

PART 1 – OFFICIAL INFORMATION

On May 22, 2026, a robotics company in San Antonio, Texas did something that virtually no automation vendor has ever attempted: it pointed a camera at its warehouse robots and invited the entire world to watch them work, uninterrupted, for a full eight-hour shift. No edits. No curated highlights. No scripted narration designed to mask the moments when things go wrong. Plus One Robotics broadcast a continuous livestream of its InductOne AI-powered parcel induction system on YouTube and LinkedIn, and over the course of those eight hours, the system completed 19,784 picks at a sustained throughput of 2,488 picks per hour, averaging 1.45 seconds per parcel. More than 950 viewers watched the performance in real time, and the footage remains publicly accessible for anyone who wants to verify the numbers.

The event landed in an industry context that made its transparency deliberately provocative. Just days earlier, Figure AI, the humanoid robotics startup valued at over $39 billion, had streamed its own robots sorting packages in a warehouse, generating widespread media coverage but also significant skepticism about whether the system was operating fully autonomously or receiving hidden human assistance. Plus One Robotics’ livestream was, in effect, an answer to that skepticism: here is a real system, in a real workflow, doing real work, for a real shift, with no place to hide.

Plus One Robotics was founded in 2016 by Erik Nieves, Shaun Edwards, and Paul Hvass. Nieves spent 25 years at Yaskawa Motoman Robotics, rising from trainer to Technology Director for North America, where he was responsible for the company’s technology roadmap and emerging applications. Edwards and Hvass came from Southwest Research Institute (SwRI), and Edwards co-founded ROS-Industrial, the open-source robotics framework that has become a standard in industrial automation research. The company is headquartered at Port San Antonio and has raised approximately $95 million across four funding rounds, including an $8.3 million Series A in November 2018 led by Pritzker Group Venture Capital with participation from Zebra Technologies, a $33 million Series B in April 2021 led by McRock Capital and Translink Capital with BMW i Ventures participating, and a $50 million Series C in March 2023 led by Scale Venture Partners. The investor roster reflects a bet on logistics automation as a category-defining opportunity.

The system demonstrated in the livestream was InductOne, a dual-arm automated parcel induction solution launched in May 2024. InductOne integrates three proprietary technologies: PickOne, Plus One’s AI-powered 3D vision software that uses computer vision and machine learning to identify, classify, and determine optimal grasp points for parcels of varying sizes, shapes, weights, and packaging conditions; Yonder, the company’s remote supervision platform; and integrated pick-and-place conveyors with safety systems and analytics. The system’s published specifications cite sustained pick rates of 2,200 to 2,300 parcels per hour with peak rates reaching 3,300 per hour. The livestream’s sustained rate of 2,488 per hour over eight continuous hours fell comfortably within the upper range of sustained performance and demonstrated the critical metric that separates laboratory demonstrations from operational reality: consistency over time.

The distinction between sustained and peak performance is where the comparison to manual labor becomes most revealing. In parcel induction operations, a trained human operator typically handles 1,200 to 1,800 parcels per hour at a well-designed station. That rate is achievable for the first few hours of a shift, but human physiology imposes a cost that no amount of training or motivation can eliminate: fatigue. By the sixth, seventh, and eighth hour of repetitive lifting, scanning, and placing, manual throughput degrades measurably. Injury rates climb. Error rates increase. The economics of a three-shift, seven-day parcel sortation operation depend on maintaining throughput across the entirety of every shift, and it is precisely in the late hours of late shifts that manual performance deteriorates most significantly. The InductOne system’s 2,488 per hour in hour eight was functionally identical to its rate in hour one, a performance characteristic that no human operator can replicate.

What makes Plus One Robotics’ approach distinctive in the crowded warehouse automation landscape is its Crew Chief model, a human-in-the-loop remote supervision system that the company treats not as a temporary crutch on the path to full autonomy but as a permanent architectural feature. When PickOne’s AI encounters a parcel it cannot confidently identify or grasp, the system sends a request through Yonder to a trained Crew Chief, a remote human supervisor available 24 hours a day, 7 days a week, who clicks the image to guide the robot’s next action. The entire intervention takes seconds, and the AI learns from each interaction, progressively reducing the frequency of human assistance while maintaining pick accuracy above 99 percent. This philosophy stands in deliberate contrast to competitors pursuing full autonomy: Plus One’s position is that reliability at scale matters more than autonomy as an ideal, and that the most economically valuable robotic system is not the one that never needs a human but the one that knows exactly when to ask for help.

The competitive landscape surrounding Plus One validates the scale of the opportunity. The parcel sorting robots market was estimated at $1.07 billion in 2025 and is projected to reach $4.19 billion by 2032, growing at a CAGR of 21.38 percent. Key competitors include Kindred Systems (now part of Ocado Group), offering the INDUCT system; RightHand Robotics, which received a strategic investment from Rockwell Automation in March 2025; Dexterity, which raised $95 million at a $1.65 billion valuation in March 2025 and deploys robots at FedEx, UPS, and GXO; Pickle Robot, which signed a deal with UPS worth up to $120 million for 400 truck-unloading robots; and Ambi Robotics, which launched its PRIME-1 foundation model in January 2025. Covariant, once a leading competitor in AI-powered picking, was effectively acquired by Amazon in August 2024 through a reverse acqui-hire. Plus One’s most prominent customer relationship is with FedEx, which has deployed 12 new InductOne systems at its Memphis Express Hub in addition to 4 existing installations, with further expansion to its Reno, Nevada facility.

The company reached a milestone on April 9, 2026 that contextualizes the livestream’s significance: Plus One’s global fleet surpassed 2 billion successful picks. The first billion took eight years. The second billion took just two, illustrating the exponential scaling curve that characterizes successful automation deployments.

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