In the Supply Chain field, the importance of hard data cannot be over expressed. There are simply too many elements that must be measured, reviewed, and controlled to not have a consistent flow of data being gathered. But Adrian Gonzalez points out a new metric that is beginning to become just as important: soft data. Using a experience with a local Little League Draft, Gonzalez explains how important it sometimes is to account for people as much as data: I believe a similar situation happens in how supply chain and logistics executives make decisions these days. As a field, we are obsessed with data — with business intelligence and analytics, with Excel spreadsheets and macros, with crunching the numbers to see what it tells us. We all generally subscribe to the ”If you can’t measure it, you can’t manage it” philosophy. But just like in Little League baseball, not everything that is important in supply chain and logistics management can be easily represented in a pie chart or bar graph. Many companies are now searching for ways to augment hard operational data with soft data (interpersonal skills, relationship management, leadership skills). Without providing an avenue to understand what soft skills your employees bring to the table, you can make strategic choices on who receives what work, how employees feel about the work being performed, and the overall health of your organization.