By Clare Butterworth,
Published August 20th 2025
To address bottlenecks and enhance economic resilience against global supply chain disruptions, innovative solutions are now essential.
The 2024 supply chain disruption, fueled by changing trade regulations, geopolitical unpredictability, and severe labor shortages, continues to be felt in 2025. On average, businesses are seeing 8% drops in income, and over 90% of supply chain executives see a shortage of qualified personnel as the biggest obstacle to advancement.
Regional ecosystems are therefore becoming increasingly important tools for addressing these issues and promoting sustainable growth. And they are driven by collaboration between entrepreneurs and business leaders.
Leading these initiatives is Leyland Seto, a dynamic pioneer in supply chain innovation who leverages his specialized knowledge to connect innovative startups with large companies. His efforts enable ground-breaking collaborations that address urgent logistical issues and propel improvements in the effectiveness of global supply chains.
“I think my ‘why’ is that my everyday life is exciting,” Seto says. “I work in a dynamic industry where I never quite know what the day will hold, and that curiosity and unpredictability keep me motivated.”
Seto is promoting solutions that combine technology and ecosystem partnerships in his roles as the youngest Executive Board Member at USC Marshall’s Randall R. Kendrick Global Supply Chain Institute.
He is also in a prominent position as the Director of Partnership and Strategy at Plug and Play Tech Center, the most significant supply chain accelerator in North America.
Seto’s approach reflects a critical trend shaping the sector: the rise of nearshoring. By 2026, 40% of U.S. companies are expected to relocate parts of their supply chains closer to home in North America, reducing reliance on volatile regions and fostering stronger regional hubs.
Seto’s expertise stems from a robust career. At Bunzl Canada, he boosted territory revenue by $25 million through customized logistics solutions, emphasizing vendor consolidation to cut costs. Founding Modern Vanguard Holdings, he scaled operations to $10 million annually via just-in-time inventory, honing skills in regional scalability.
Since 2021, at Plug and Play, Seto has curated programs for economic development agencies, including the Greater Phoenix Economic Council and the Las Vegas Global Economic Alliance, to foster innovation hubs.
Paul Thompson, the Director of Enterprise Sales for a Tech Unicorn, has worked with Seto through Plug and Play’s global ecosystem. Highlighting Leyland’s ability to turn disruption into opportunity, he reveals: “Leyland has shown a strong ability to navigate bottlenecks and regional disruptions by promoting strategies that balance global efficiency with local agility.
“Specifically, Leyland helped us address a regional supply chain bottleneck for a West Coast retailer. He recognized their issue with delayed regional distribution and connected us to implement a real-time tracking solution powered by our AI platform. This reduced delivery times by 15%, showcasing his ability to apply innovative solutions to regional supply chain challenges.
Thompson adds: “At Plug and Play, he has championed partnerships that help companies diversify suppliers, apply predictive analytics to anticipate constraints, and strengthen regional networks against geopolitical or logistical risks. His work proves that innovation isn’t just about speed—it’s about giving supply chains the flexibility to withstand shocks and still deliver value.”
In April 2025, Plug and Play announced its Silicon Valley batch of more than 150 startups, with emphasis areas such as automation and digital twin technologies—fields where Seto plays a key role in helping companies adopt and integrate these solutions locally.
He extends his reach beyond Silicon Valley by collaborating with the Greater Phoenix Economic Council and the Las Vegas Global Economic Alliance, leading projects that connect local businesses with cutting-edge technology
“Partnerships with groups like the Greater Phoenix Economic Council and the Las Vegas Global Economic Alliance are especially important, as they bring innovation directly into communities that are trying to future-proof their supply chains,” Seto says.
“That same spirit carries into the Manifest Global Supply Chain Conference, where I help lead the innovation stage and highlight startups whose solutions can have a global impact.”
Seto’s focus on bridging practical operations with emerging technologies informs his role as MC at Manifest Vegas 2025’s Innovation Stage, where he judged startups on their viability for distributed networks
As a subject-matter expert, Seto outlines practical strategies for easing supply chain bottlenecks, including prioritizing nearshoring alliances and regional pilot programs, as well as adopting automation in warehousing and implementing real-time visibility tools.
“One would be for investors to seek startups with proven regional pilots, which can deliver 20–30% efficiency gains in localized testing,” Seto says.
“Another is encouraging companies to diversify suppliers across North and Latin America, reducing risk and dependency. And finally, I often recommend phased technology rollouts, whether it’s robotics or AI-driven forecasting, so organizations can adapt without costly downtime.”
When evaluating startups, Seto stresses that diligence extends beyond financials; it must also consider how well new solutions will integrate into existing systems.
“Diligence must evaluate integration risks, such as compatibility with legacy infrastructure,” he explains.
“If the technology doesn’t fit smoothly, mismatches can delay deployments by months and drive costs up by as much as 15%.”
Seto’s value as a counselor is demonstrated by his capacity to transform challenging issues into feasible strategies.
For example, in response to issues like labor shortages, he says technology such as AI-driven automation and robotics may reduce bottlenecks in yard management and storage while keeping human labor at the center of operations: “There is a belief that using robotics could take away jobs,” he says.
“But in fact, they can enhance production levels, and you would still need human managers. AI, in this case, is an enhancement on labor, not a detraction. AI is not going away. We should be thinking about how we can utilize it to speed processes up and streamline production rather than being afraid of it.”
There is no doubt that Seto’s innovative strategy reduces risk and ensures that people and robots work together rather than against one another by emphasizing pilot projects and gradual rollouts.
In theory, he would recommend robotics for repetitive tasks, such as container handling, and AI-driven automation to optimize yard and storage management for a port authority facing staffing shortages.
“I don’t see automation as replacing people,” Seto explains.
“The goal is to use technology to handle repetitive or physically demanding tasks so that workers can focus on higher-value responsibilities. By deploying robotics and AI through phased rollouts and pilot programs, we enhance efficiency without reducing the workforce, prevent costly downtime, and create safer, more productive work environments.”
His approach prioritizes experimental projects and phased rollouts to minimize costly downtime, ensuring that automation and human labor complement each other rather than compete.
“Resilient supply chains come from blending public-sector support with private-sector innovation,” Seto says.
He also has a template of action for a port authority such as LA: “For a port authority, that might mean introducing AI and robotics in phases so automation complements workers rather than replaces them, while reducing downtime and building long-term stability.”
Seto also suggests advocating for nearshoring partnerships and encourages businesses to diversify their supplier networks throughout North America and Latin America in the context of a regional economic council.
“I recommend diversifying suppliers and pursuing nearshoring opportunities,” Seto explains.
“This approach reduces risk, strengthens regional networks, and helps businesses maintain continuity even amid economic or geopolitical uncertainty.”
These solutions, which reflect the rising emphasis on robust, localized supply chains in 2025, absorb shocks from tariffs, geopolitical conflict, or climatic disasters by combining private-sector innovation with public-sector support.
“When I work with ports or economic councils, my focus is on practical adoption,” Seto says.
“That could mean deploying AI and robotics in phases to keep operations moving, or building nearshoring partnerships that strengthen entire regions. The goal is always the same—creating ecosystems that can withstand disruption while unlocking long-term growth.”
Keiichi Matsumoto, Head of Yamato America’s Silicon Valley Office for Innovation, has worked with Seto since 2020 through Yamato’s corporate venture fund and logistics operations. He recalls how Seto’s guidance not only advanced Yamato’s business goals but also made a personal difference in his own career.
“Seto keeps us informed about industry and tech trends through detailed research and insights,” Matsumoto says.
“For example, he provided a comprehensive analysis of benchmark companies like UPS, which helped us understand competitive landscapes and refine our strategies. His ability to translate complex knowledge into actionable guidance shows just how much experience he brings to the table.”
In a similar vein, Seto has promoted nearshoring partnerships in regional economic council initiatives to enhance supply chain resilience, urging businesses to diversify their suppliers across North and Latin America to protect against global disruptions.
“Whether it’s a port authority facing labor shortages or a regional council planning for growth, my advice is the same,” Seto says.
“Adopt automation in phases so people and technology work together, and build nearshoring alliances that spread risk across regions. That’s how you create resilience without losing momentum.”
Robert Ferrig, Director of Supply Chain and Advanced Manufacturing at the Metro Atlanta Chamber, met Seto three years ago at the Manifest conference in Las Vegas. They have worked closely together for many years to link Metro Atlanta companies with worldwide innovators.
“Through Plug and Play, Seto is tightly connected to the innovation economy and the ecosystem of supply chain disruptors,” Ferrig says.
“Seto helped position Metro Atlanta and Georgia as a destination for entrepreneurs to scale and connect with Fortune 500 companies.”
Seto helped Ferrig by leveraging his network and providing critical connections, enabling smoother collaboration and access to key partners. By bridging gaps between stakeholders, he ensured that Ferrig could address challenges efficiently and make progress on initiatives that would have been difficult without those connections.
In the supply chain industry, Seto has a significant influence on mentorship, education, and thought leadership. At USC Marshall’s Randall R. Kendrick Global Supply Chain Institute, he oversees graduate students. He directs curriculum development, giving aspiring leaders real-world knowledge about how innovation is transforming global trade. Another component of his academic role is peer-reviewing research and strategies (he has reviewed over 50 to date), which guarantees that novel concepts are tested against the realities of implementation.
“Working with students and reviewing new strategies keeps me grounded,” Seto says.
“It forces me to balance big ideas with the reality of how they’ll function inside a global supply chain.”
His work with startups and innovation is closely tied to such a scholarly perspective. Seto helps determine which ideas are ready to scale and which require improvement by assessing almost 100 early-stage businesses vying for a place at USC’s annual summit each year. Additionally, he offers this critical perspective to international conferences like Manifest, where he presents up to 50 businesses to industry decision-makers on the innovation stage.
“Seeing so many startups each year gives me a clear view of where the industry is heading,” Seto explains.
“It’s not just about picking winners, it’s about helping shape an ecosystem where the right technologies can actually take root.”
Seto and Jeff Spengler first crossed paths in 2023 when Jeff, a supply chain and innovation strategist, was employed at Columbia Sportswear in an insights and innovation capacity. Through partnerships between Plug and Play and Columbia Sportswear, their relationship expanded after starting at the Manifest conference in Las Vegas. When he reflected on Seto’s experience in the field, he emphasized his capacity to link big businesses with innovative technology.
“At the USC Global Supply Chain Institute, Seto led panel discussions on AI startups and their use cases for global supply chains, like with Lazarus AI and Infinity Loop,” Jeff explains.
“His ability to moderate and engage showcases not only his deep knowledge but also his standing in the supply chain community.”
Outside of academics and conferences, Seto conducts seminars on collaborative innovation for customers that range from multinational enterprises to government agencies. Through these courses, he helps regional hubs strengthen their supply networks by using structured models inspired by MIT. This tactic accelerates the industry-wide adoption of sustainable practices while simultaneously strengthening resistance to change.
“When I run workshops, the goal is to take theory and turn it into practical, region-specific solutions,” Seto says.
“Every supply chain is different, but the common thread is the need for resilience and sustainability.”
After interacting with Seto through their shared beginnings in Vancouver and then working together at Plug and Play events in California, Paul Thompson, Director of Enterprise Sales for a tech unicorn, has known Seto for almost ten years. Thompson has witnessed directly over the years how Seto uses his supply chain and innovation experience to create high-value alliances.
“Seto’s ability to stay ahead of supply chain trends, especially during disruptions like the pandemic, is remarkable,” Thompson explains.
“He is skilled at finding companies with creative ideas and connecting them with businesses that are experiencing difficulties. His ability to connect cutting-edge innovation with real-world supply chain difficulties was demonstrated, for instance, when he introduced us to a retailer in need of real-time supply chain analytics,s and our AI technologies produced actionable insights.”
Seto’s method extends beyond strategy and creativity to encompass the culture he fosters within his teams. He prioritizes honesty and inquiry, promotes open communication, stresses quality over quantity, and makes sure that questions are addressed and understood as soon as possible. He creates teams that work well together and provide customers with long-term value by striking a balance between efficiency and careful execution and by using common sense. This enables businesses to thrive in a complex and evolving global environment.
“I believe in prioritizing quality, fostering open communication, asking questions without fear, and trusting common sense,” Seto says.
“Because thoughtful collaboration and integrity are what turn strategy into real-world results.”
This philosophy shapes Seto’s legacy, which extends beyond his artistic output. By encouraging resilience, mentorship, and innovation across industries and regions, he has sparked a movement that extends far beyond his particular clients. His work continues to inspire future leaders, guide multinational corporations, and improve communities. For Seto, success is determined by the supply chain ecosystem being more adaptable, sustainable, and future-ready, in addition to growth and efficiency.