verthecourseofyears,wehaveseen
Ounprecedenteddisruptionswherenewdynamics haveenteredtheglobalmarket,andthesupply chainindustryisoneofthem.Addressingthesupplychain willrequirealong-termstrategicresponsefromallthe leadersacrosstheecosystem.
Theindustryhaslearnedtodealwithcrisesandvolatility withthechangingleadershippositionsglobally Today, businessleaderssolvethetoughestlogisticalchallengesfor thebiggestsupplychainbrands.Leadersaresolving complexend-to-endtransportationandlogisticschallenges forretailanddirect-to-consumerdistributionchannels throughtheircomprehensivecapabilities.Theyhave becomealeadingplayerininnovatingcompletehigh-scale supplychainsolutionsacrosselectronics,consumergoods, retail,andbeyond.
Businessleadersarepushingtheboundariesofwhat's possiblebymanagingtransportationrelationshipsand helpingreducecostswhileimprovingsupplychain visibility.However,asonlinebusinesseshavegrown, organizationshavestartedleveragingtheirlogisticsand transportationresourcestoprovidedirect-to-consumer deliveryforclients.Leadershaveinitiatedthis transformationafternoticingthatmanyoftheclientsare lookingfordeliveryserviceproviderstomanagetheir fulfillmentservicessotheycancapitalizeonthe technologicaltrend.
Theseleadershaveexpandedbeyondthebusinessfootprint, whichhasledtothedevelopmentofanewsetofofferings thatmatchtheclients'constantlyevolvingneeds.Business leaderscontinuetoprovidetransparency,growth,and excellenceintheirabilitytodeliveroncorelogisticsand supply-chainmanagementrequirements.Thisbeingsaid, peopleinbusinessalwayshadtheseabilitiesintheirDNA.
Itallboilsdowntosimplethingsforthemwhile operatingsupplychainchallenges
Customer satisfaction –Theyclearlyunderstand howsupplychaincommunicationsimpactthe organization.Mostoftheleadersbringnewwaysto managethesupplychainandgetnewideasonthe tableforbettercustomersatisfactionandservice.
Need for collaborative leadership:Thereismuch smokeandmirrorsoutthere,andtherearemany leadersthatsaytheycandomanythings,butwhen yougetdowntoit,thatiswherethedifficultpart begins,andtruebusinessleadershavealwaysrisen insuchsituations.
Thefuturelooksbrightwithsuchleadersatthehelm ofsupplychain,andtheirsuccessmustbecelebrated. ThisgivesInsightsSuccessareasontosharethe successstoriesofsuchleadersinthesupplychainby featuringtheminitsupcomingedition- The 10 Most Acclaimed Leaders in Supply Chain & Logistics2022 YouwillseethestoryofSteveLeweyonthe coverofthiseditionwhichistheatthePresidentat BeltmannIntegratedLogistics.
Beltmannstrivestobealeaderineachofthe industriesitserves.Itsvisionistoprovidea simplifiedstateofanycomplexlogisticalchallenge. AccordingtoSteve,themostimportantwayto accomplishthisisbyretainingandacquiring exceptionaltalentwithinthesespaces.
Ensurethatyouhaveafunreadandgothroughthe articleswrittenbyourin-houseeditorialteam.
AlmaArzate,Director GlobalSupply ChainLogistics Apotex apotex.com
IrasemaCalvo Sr.SupplyChain Manager
JoelSutherland ProfessorofPractice inSupplyChain Management
MariamSaad Directorof Procurement
MariaP.Villablanca Co-FounderandCEO
MoniqueAlblas VP,Consulting
SteveLewey President
SarahB.Humphrey PodcastHost &Founder
ShimonGowda Manager,SupplyChain DesignPractice
TarunRaiKhurana HeadPurchase& SupplyChain Management
LuciraHealth lucirahealth.com
UniversityofSanDiego sandiego.edu
TELUS telus.com
FutureInsightsNetwork futureinsights.org
GEP gep.com
BeltmannIntegrated Logistics beltmann.com
Let'sTalkSupplyChain letstalksupplychain.com
Chainalytics chainalytics.com
UflexLimited–ChemicalsBusiness uflexltd.com
ApotexInc.isaproudlyCanadian,globalpharmaceutical company.
LuciraHealth'stechnologyistransforming-reducethespread ofinfectiousdiseases.
UniversityofSanDiegoiscommittedtodevelopingsocially responsiblebusinessleaders.
TELUS,isbuildingabetterfutureforallCanadiansbyusing technologyforgoodandgivingbacktoourcommunity.
FutureInsightsNetworkisthenext-generationcommunityof businessleaders.
GEP®deliverstransformativesupplychainsolutions.
BeltmannMovingandStoragehasextensiveexperience movingindividuals,families,andbusinesseswithinthecity, acrossstatelines,andalloverthecountry
Let'sTalkSupplyChainfeaturesthetopoftheindustry,diverse voicesfromwithinthecommunity,newinnovationandthe disruptersmakingwaves.
Chainalyticshasbeentheleaderindata-drivensupplychain transformations.
FlexisIndia'slargestflexiblepackagingcompany.
Steve Lewey President
Beltmann Integrated Logistics is not merely a vendor for your company - we are an extension of your sta with a clear understanding of our responsibility to replicate your organization's goals, cost controls, and strategic focus.
youngboyfromtheruraltownofDeRidder,
ALouisiana,wasintroducedtothemovingand storageindustryattheageof14;today,heleads asthePresidentatBeltmannIntegratedLogistics.Meet
SteveLewey,whohadanunconventionalprofessional journeyandhasworkedhiswayupwithsheer determinationandbusinessacumen.
Stevestartedhisfirstjobasamover/helperatAlliedVan Lines;assistingintheloadingandunloadingofhousehold goodsshipments.Hekeptlearningvariousskills,andsoon hewashelpingwithpackingitemsandinventorying shipments.Bythetimehehadgraduatedfromhighschool, Stevewasoneofthemostrequestedhelpersfromdrivers conductingmoving-packingworkwithin50milesofhis hometown.Stevecaughtthebugofworkinginthelogistics arenainthe1980s,making$10.00anhour,whichwas significantforhisage.
Aftergraduatingfromhighschool,SteveattendedMiamiof OhioUniversityandleveragedhisAlliedVanLine experiencetolandajobwithLincolnStorage.Hemanaged
asix-storywarehouserecordsfacilityaswellastheir CommercialandHouseholdGoodsbusiness.Henotes, "At the time, we had over 150 clients that kept archives at our facilities, interconnected with our commercial moving services."
Stevealwayshadalearningedgeandlookedtogrowhis experienceandcompensation.Oneoftheprimarywaysto accomplishhisgoalsatanearlyagewastodiversifyhis experiencebygettingaclassACDLtodrivetractor-trailers andownthejobshewasassigned.Heshares, "The license allowed me to lead commercial relocation jobs and even handle some household goods shipments. By the time I was 24, I had been exposed to all the operational aspects of the moving and storage business."
Later,Steve'sfatheraskedtohelphimstartaPaperIndustry BusinessVerticalwithinaChemicalCompanyoutofTexas. Theyworkedtogethertolaunchtheinitiativeandwitnessed immediatesuccesswithhisknowledgeoflogisticsandhis father'sknowledgeofpapermaking.Gettingproductfroma tollblendertoatankertrucktoastoragefacilityatasiteto anapplicationonthepapermachinewasalogistical challengethatfellintoSteve'sresponsibility.Itwasmoving chemicalsinsteadofmaterials. Itwasmorechallenging withregulatorycompliance,buttheprocesswassimilar
At30,StevewentbacktoLincolnStoragetoworksideby sidewithownershipastheVicePresidentofthecompany, implementingtechnologyandprocesstoalllogistical aspectsofthebusiness.Fiveyearslater,Stevewasrecruited toworkwithPlaneCompanies,leapinghiscareertothe nextlevel.Hementions, "Planes' T.E.A.M. culture allowed me the opportunity to innovate and build products and concepts to change marketplaces. The situation was different from typical logistical work with trucks and warehousing; it required a more strategic approach focusing on risk assessment and management. My focus turned towards planning and getting the right people with expertise to build out logistical models with a consultative flare."
Stevecontinues, "The projects ranged from developing workflows within research facilities that had primates on campus settings to managing opening night schedules at a venue to be combined with a construction schedule at a
Beltmann's goal is to be the most customerfocused provider in the industry by understanding your organization's objectives and those of the clients you serve, and to meet and exceed them with the delivered service.
casino-hotel-entertainment venue. My career took on a new life that was not just about logistics but started reshaping focus as I realized it was changing those involved with the project's lives."
After15yearsleadingvarietyofintegratedservicedelivery platformprojectsandpioneeringtechnologychanges,Steve wasapproachedwithanopportunitytoleadtheBeltmann IntegratedLogisticsteam.
Stevehadtheopportunitytobeapartoftheroastthatwas giventohispredecessor.Itbroughteverypositive emotionalexperiencetolight,fromlaughtertosadnessand joy,withtearsreflectinggenuinegoodtimes.Steveshares, "At the end of the meeting, the Battina family offered a parting gift that spoke specifically to the passion of the former President. It was generous and thoughtful and was the perfect way to respect the efforts of someone who gave to the Beltmann company for so many years of his life. I knew at that juncture that I had stepped into something special. I got to see the company from the inside versus what I had assessed from the outside. I knew the mission would be attainable, and our visions aligned with how we would get there through our exceptional people."
Stevehasbeenextremelyfortunatetohavebeenassociated withseveralground-breakingprojectsintheindustry.He workedwithvariousexpertsintheirfieldofstudy,leading toseveraltechnologicaladvancements,uniqueteam deploymentscenarios,andprocessinnovationsinmultiple sectorsacrosslogisticallandscapes.Belowareafew projectswhereStevehadanintegralrolewithinspecialized teamshavingasignificantimpactineachindustry:
Projectspanoflessthanayearfromlogisticalplanning toimplementation
Over
Over
millionsquarefeetof
space with160
Localcommunityengagementtoenableworkspace entrypointsforadiversegroupoflabor
Privateandpublicsecuritycoordinationforsafety
Over700laborersand50projectmanagerscoordinated withtruckingandwarehousingforthefinalweek projectcloseout
• MedicalEquipmentPlanning
• ActivationPlanningofalllogisticalaspectsrequiredto getequipmentfromthemanufacturertothehospital
• TransportationofNewandUsedMedicalEquipmentto integratewithPatientMoveDayscheduling
• WarehousingofOFCIandOFOIproduct
• Riskassessmentandplanningofthephysical relocationoftheexistinghospitaltoafuturehospitalto maintaintheintegrityofpatientcare
• Managethelogisticalelementsofequipment redundanciestoensurecontinuityofcare
Stevestatesthatthemostsignificantimpacthehasmadein hiscareeriswithinthehealthcaretransitionspace.The logisticsofactivatinganewhospital,relocatingaworking hospital,andtransferringpatientstoanewpatientcare environmentrequiresexpertise.Thetasksinvolved coordinatinghundredsofvendorsandproducts consolidatingintooneend-userfacility,whichrequiresrisk assessment,scopegapanalysis,andaprovenprocessto makeitmosteffective.
Stevementionsthattheindustrywasaskedtoreduce between18and22%ofthecostoutofthehealthcaremodel duringObamacare'sinitialassessments.Therewerelimited waystoachievethisgoal;thus,consolidatingand integratingmultipleservicesofthedeliverymodellike whathappenedwithIPDintheconstructionSpaceallowed significantcostsavings.
Stevenotes, "The most dynamic impact in our logistics niche is taking multiple complex logistical challenges within the programming of a project and integrating them all into one single source of accountability. This consolidation reduces risk, expedites scheduling, alleviates layers of costs, leverages the client's spend, enhances communication through fewer technology touchpoints, and maximizes the density of freight labor in a specific sector of programming. This integration is the change agent to traditional procurement modeling of logistics that I believe can help achieve optimal value within logistics structures for our clients."
BeltmannIntegratedLogisticsisanintegratedlogistics solutionproviderthattouchesmanymarkets,servingthe healthcare,hospitality,retail,assetrecovery,coin-op gaming,andtransportationmanagement.Ourmissionisto delivernationwidelogisticsmanagementsolutionsontime andontargetwithourcustomer’svision;whetheritis driventhroughpatient-centricsolutionsinhealthcareor guestexperiencesinhospitality,orbuyingexperiencesin retail,itisacustomizedapproachthatdiffersforall applications.
BeltmannIntegratedLogisticsprovidesaboutiquetype logisticssolutionthatfocusesoncomplexchallenges beyondtransportation,delivery,andlogistics.Theteam workswiththemostdifficultlogisticalchallengesfromthe
mostbasiclogisticalprocess ofmovingitemsfroma manufacturertoadestinationpoint.Itbringsvalue-added servicestoeachpartofthesupplychainthroughproject planning,riskassessment,andon-siteprojectleadership.
Steveexpressesthatbyevaluatingeachindependent transferofknowledgeorproductandthestakeholders associatedwithitinthesupplychain,Beltmannwasableto stripanaverageof18%outofthecostsofthelogistics supplychain.Thiswasaccomplishedbyleveraging multipleaspectsoftheBeltmannlogisticalprocessand teamworkingtogether,includingimplementingitswhitegloveserviceon-site.
Beltmannstrivestobealeaderineachoftheindustriesit serves.Itsvisionistoprovideasimplifiedstateofany complexlogisticalchallenge.Themostimportantwayto accomplishthisisbyretainingandacquiringexceptional talentwithinthesespaces.Stevesays, " Ultimately, we believe our customers win through our people, process, and technology."
SimplicityattheCore BeltmannbelievesthecoreofComplexMovesmade Simple™isessentialtosolvingtoday'slogistical challenges.Thiscanbeaccomplishedwiththelean
approachofproblemsolving,byminimizing wasteandreducinghandoffs.Therearesome simpleprincipalsatthecoreofthisthatdrives ourculture:
• Strivingtosharelessonslearnedtomake itselfbettereveryday.Itisablamelesswork environment.
• EmpoweringLeaderstomakedecisionsfor expeditiousaction
• Fosteringaccountabilitytoachievethe Mission
• Focusingonthepositiveenergyandcalling outnegativeenergy
• LeadingwithIntegrityandHonesty
• Sharingthegoodnewsandthebadnews withoutbiasormissedconversations
• Communicating,whichrequireslistening
• ProvidingavehicleforFierceDialogue
StevestatesthatComplexMovesMadeSimple™mayread asasimplestatement.However,thecalltoactionwithinit isdifficulttoaccomplishwithoutT.E.A.M.Beltmann IntegratedLogisticsbelievesinT.E.A.M.andincorporates itineverythingthecompanydoes.
TheT.E.A.M.conceptistheframeworkthatallowsits valuesandworkculturetothrive.TheTisforTrust,theE isforEnthusiasm,theAisforActions,andMisfor Motivation.
Thecompany'sT.E.A.M.valuesallowittoalignwithits Client'sgoalsandfosterpositiveenergywithinany equation.IttalksaboutitsT.E.A.M.ineverymorning huddleormeeting.Steveexplains, "We express T.E.A.M. in our communication internally and externally. We live T.E.A.M. within our everyday workflows. By adding T.E.A.M. to any formula for success, we have found that what comes after the equals sign has more positive results."
BeltmannIntegratedLogisticsisconstantlyworkingto innovatebymakingenhancementstoitstechnological offering.Itworksinitsproprietarytechnologysolutionof TotalTraktocaptureallchainofcustodyhand-offsand
Collaborative TEAM Sessionreportthesebackinreal-timeasthetransactionsare happening.
Beltmannfocusesonintegratingeveryaspectoftheproduct lifecycleintoitstechnologyplatform.Itisanongoing endeavorwithsignificantinvestmentfromBeltmanntolead ournicheintheindustry.Herearesomehigh-levelareaswe continuetoplaceourfocustooptimizecurrentapplications:
• MultipleWMSsystemsconnectivity
• Industry-specificplatformsinterconnectivity(Attainia, Autodesk,etc.)
• Visibilitymechanismtoallpointsofthesupplychain throughdashboards
• Fieldserviceconnectivitytoupstreamsupplychain interface
• Vendormanagementportalenhancementtoenable bettercommunication
• ROIcyclingforassetmanagement
• Procurementinterconnectivity
• ReverseLogisticsinterconnectivitytofutureproject design
• Consolidatedfreightmanagementmodulesto maximizespaceutilization
Beltmannislookingatalltrackingtechnology advancementsinitsspace.Thisincludestrackingpeople andexpressionsthatmaydrivefixturesetupinretailspace toadvancementsintrackingitemsindeadzonesshipping internationally.Beltmanniscommittedtounderstanding newtechnologyandcontinuallyworkingwithitsIT developerstocustomizeitstechnologytothemarket.
Beltmannisalreadyknownforitsinnovationandexpertise inthespacesitcurrentlyserves.Steve'sgoalistocontinue tostrengthenitsexistingVerticalswithexceptionaltalent andbuilduponitscurrenttechnologyplatformwith TotalTak.
Stevementions, "In the next five years, my goal is for Beltmann Integrated Logistics to be a leader in our existing Verticals while introducing new Verticals with similar challenges in Corporate, Life Sciences, Education, and Manufacturing."
Beltmannislookingtoleadwithtechnologyandbring asset-basedsolutionsalongsideitsplanningexpertiseasan integrateddeliveryplatform,strivingtobeinearlyasa plannerandimplementtheplanoncecomplete.
Stevementions, "We will be building our strategic network and our asset-based footprint more aggressively as capacity challenges continue to cause havoc within the quality of services available and cost modeling. We feel that by engaging and facilitating the planning process, we will be able to lead in the logistical service delivery more effectively. This will enable us to stabilize our growth pattern and strategically align with our customer base upfront on integrated business planning for future collective initiatives.
My long-term vision is to be a part of the Beltmann Integrated Logistics Team and lead our vision of an integrated logistics delivery solution to all industries we serve."
Stevetookanentrepreneurialpathforhisjourneybutgiven today’senvironmentandtheresourcesavailable,herearea fewthingsStevewouldrecommendforsomeoneinterested inpursuingacareerinlogistics:
Steve’sTop5Recommendations:
• Doyourresearch.
• IdentifyyourPassionsoyoucanlovewhatyoudo.
• AlignwithaLeader,Mentor,orCompanythatwill supportyourcareerpath.
• Interviewthoseinthefieldyouarepursuing.
• Beasubjectmatterexpert.Engageintheweedsearly tolearnthedetails.
“Whether you chase your dream early and find your path in the Freight Forwarding space or work to innovate from within a larger Team, dream big, press hard as the industry needs you," Steveconcludes.
Lifeisuncertain,andtheonlyconstantsaregrowth andchallenges.Ifoneperceivestheproblemsas opportunitiestoimprove,growthisinevitable. Similarly,whenitcomestothesupplychainindustry, challengesprovethemselvestobeagreatwaytogrow professionally.Overcomingthesechallengeseverydaywith thesupportofadiverseteamof140supplychain professionalsisAlmaArzate
AlmaistheDirectorofGlobalSupplyChainLogisticsat Apotex.Drivenbyhergoaltodelivertransformational results,herglobalexperiencehasbeenbuiltovertwo
decadesacrossthesupplychainandoperations.Her backgroundandexpertisearemulti-faceted.However,her passionliesinbringingorderfromchaos,whetheritbe throughpeopledevelopment,systemsimplementations,or processesimprovements,leveragingallofherfirst-hand experiencesgainedfromtheAutomotive,Electronics, MedicalDevices,CPG,andPharmaindustries.
InaninterviewconductedwithInsightsSuccess,Alma shedslightonherprofessionaljourneytobecomean inspirationalleaderhowsheconstantlyaimstomakea positiveimpactinthelivesofothers.
Alma Arzate Director, Global Supply Chain Logistics Apotex Inc.
Briefouraudienceaboutyourjourneyasabusiness leaderuntilyourcurrentpositionatApotex.What challengeshaveyouovercometoreachwhereyouare today?
IamoriginallyfromCiudadJuárez,Chihuahua,Mexico. JuárezisthesistercityofElPaso,Texas,UnitedStates. Togetherwiththesurroundingareas,thesetwocitiesform thesecondlargestbinationalmetropolitanareaonthe Mexico-U.S.border,withacombinedpopulationofover 2.2millionpeople.Thereisathrivingmaquiladoraindustry, withover300multinationalcompaniesoperatinginmy hometown,sothisiswhereIstartedmycareer.Supply Chainwasneverhighlightedasapossiblecareerpathway whileIwasattendingtheInstitutoTecnológicodeCiudad Juarez,whereIcompletedmyB.B.A.,ortheUniversidad AutónomadeCiudadJuárez,whereIcompletedmyM.B.A. WhenIlearnedthattherewasavacancyasaBuyer, IndirectProcurementinthesamecompanyIwasworking for,Idecidedtoapply Thiswasacoupleofyearsafter graduation.IonlyhadFinanceexperience,butthehiring managerdecidedtotakeachanceonme.Ireallyenjoyed thefastpace,howIhadtoberesourcefultohelpresolve manychallenges,andbeingabletomaketangible contributionstosupportthebusiness.OnceIcameoverto thesupplychainside,Ineverleft.
TherehavebeenmanychallengesthatIhavehadto overcome;justtonameafew:thesupplychainhasbeen andstillisamale-dominatedfield.Ihavebeentheonly womanintheroommoretimesthanIcancount.Ihavealso beenputinnewpositionswheretherewasnooneelse beforeme,andIhadtofindmyownway,sometimeseven havingtowritemyownjobdescription!Then,asIchoseto restartmycareerinCanada14yearsago,thisrequiredalot ofperseverancetoachieveasuccessfulintegrationintoa newcountry,culture,andworkplaceexpectations.Thelack offemalerolemodelshasalsobeenachallengethroughout mycareer,butluckily,Ihavehadalotofkindand supportivemalerolemodelsandsponsorsthathavehelped megettowhereIamtoday.
Enlightenusonhowyouhavemadeanimpactinthe SupplyChainIndustry.
Formanyyears,IhavebeenfocusingonwhatevertimeI cansparetoliftothers.Despitemysometimeshectic professionalandpersonallife,Iampassionateabout activelysupportingmultipleinitiativesrelatedtosupply chain,education,women,andimmigrantadvancement.My hopeisthatwhoeverattendstheseeventswilllearnfrom
myjourneyandthemanyobstaclesIhavehadtoovercome tofindmyvoiceandberecognizedasaleader,andthrough ongoingdialogue,theywillalsobeinspiredtofindwaysto continuetopersevere,achievetheirowndreams,and becomethebestversionofthemselves.
Iamanenthusiasticsupporteroftheco-opprogramat ApotexInc.,wheresofar,morethan15studentsfrommany Universitieshavegreatlybenefitedbyacquiringrelevant supplychainexperience.Iaimtocrushbarriersforwomen whereverIgoandtrytoinspirefemalesupplychain professionalstoreachforwardandaccomplishtheirdreams. Onimmigrant-relatedinitiatives,Ihavebeenakeynote speakerformanyorganizations,supportingCanadian newcomerstoeasetheirintegrationintotheCanadianwork environmentandevenhiringmanyofthem.
Iwouldlikeformymarkinthesupplychainindustrytobe helping others to succeed Thisisanextremelyrewarding wayformetogivebacktotheprofession,asIamhelping pavethewayforfutureleadersthatwilleventuallyriseto prominentpositionswithinourcompanies.
Describeindetailthevaluesandtheworkculturethat drivesyourorganization. Apotex’scultureisguidedbyourcorevaluesof Collaboration,Courage,Perseverance,andPassion.They informhowweworkandhowweconnectinternallyand externallywithourcustomers,partners,andother stakeholders.Wehaveanincredibleteamofbright, passionate,andcommittedindividualswhoareproudly dedicatedtoourmissionofbringingagrowingarrayof high-quality,affordablemedicinestohealthcaresystemsin 115countriesaroundtheglobe.
“The best way to predict the future is to create it.”
– Peter Drucker
The 10 Most Acclaimed Leaders in Supply Chain - 2022
Weinvestincontinuouslearninganddevelopmentto supportemployeesinexpandingtheircapabilitiesand reachingtheircareeraspirations.Ourleadershipteamis fullycommittedtofosteringandencouragingan environmentforlearninganddevelopment.Thisis complementedbyrobusttrainingtoensureouremployees havethelatestindustryknowledgeandexpertiseto continuetoexcelintheirroles.Connectingwithour internaltalentiskeytoensuringourorganization’s sustainablegrowth.WeprioritizeandconsiderApotex employeesforallavailablecareeropportunitiesacrossthe organizationtosupporttheircareerdevelopmentanddrive businesssuccess.
WorkingatApotexalsomeansworkingforacompanythat recognizestheobligationsthatcomewithsuccess.Thatis whyweareproudtoprovidesignificantsupporttoavariety ofcharitableorganizationsandcommunitygroupsin Canadaandaroundtheworldandtoinvestinthe universitieswheremanyofouremployeesearnedtheir degrees.
Wheredoyouenvisionyourselftobeinthelongrun, andwhatareyourfuturegoalsforApotex? Icanseemyselfcontinuingtoexpandmyresponsibilities, leadingmultipleteams,givingeachandeveryoneofmy
teammemberstheopportunities,resources,andtime requiredtoleadinitiativesthatwilltakethemaboveand beyondthecomfortzoneandwillhelpdriveadvancement andinnovationinhowwedothings.Iseeeverysingle personinmyteamashavingthepotentialtobealeader, regardlessoftitle,timeintheorganization,oriftheyhave directreportsornot.
Asleaders,beingcredible,trustworthy,respectful,and empatheticnaturallyleadsustomakebetterconnections withourteams.Everythingstartsbyhavingmeaningful conversations.Weknowthatwhenemployeesfeelvalued, empowered,andconnectedtotheirworkandthe organization,thereisanoverallboostintheirengagement.I trytobeasinvolvedandavailableaspossible,asthis allowsmetoprovidethesupportthatmyteamneeds.My jobistoleadtheway,role-modelamindsetofgrowthand continuousimprovement,andcontinuetoencouragemy teamtoachieveambitiousgoalsanddeliversignificant resultsforApotex.
Whenitcomestomarketinginanybusiness,itis consideredthemostcentralcommunication element.Ifcarriedoutwithproperstrategic perspectiveandoperationalrole,marketingcanboost businesstothepeak.Implementingsucheffective methodologiesisClaireBretzke.
AstheVicePresidentofGlobalMarketingatRubyHas Fulfillment,Clairehasnurturedacollaborativecultureto utilizevariousmarketingaspectstoinformandintegrate withsuppliersoneverylevel.
InsightsSuccesscaughtupwithClaireinitssearchtofind “The 10 Most Influential Women in Supply Chain, 2022.” Wetalkedwithhertogainin-depthknowledgeabout extensiveexpertisespreadacrossmultipleaspectsof marketing.
Below are the highlights of the interview:
Briefouraudienceaboutyourjourneyasabusiness leaderuntilyourcurrentpositionatRubyHas Fulfillment.Whatchallengeshaveyouovercometo reachwhereyouaretoday? Iworkedforseveraldifferentecommercestartupsin
TheUsing our expertise to host webinars, develop helpful content, get news coverage, and build partnerships with other leading companies in the industry, has helped us grow at an astonishing rate over the last few years.
marketinganddesignrolesbeforejoiningtheRubyHas teamandthesestartupsweren’talwayssuccessful.Ittakesa lotofinsight,courage,persistence,andacertainamountof lucktogrowabusiness,especiallythroughmultiple recessionsandapandemic.Iamherebecauseofmy experienceinecommerce,butalsobecauseofthepeopleI metalongthewaywhobelievedinmeandhelpedme becomethepersonIamtoday.
Tellussomethingmoreaboutyourcompanyandits missionandvision.
RubyHasFulfillmentisthevisionofitsfounder,Rafael Zakinov.Hestartedthebusinesswithonewarehousein NewYork,andwe’renowexpandinginternationally.Butas wegrow,we’reworkinghardnottolosewhatmakesus unique,whichisourcollaborativeapproachtoworking withourecommercebrandsandgivingthemwhatthey needtogrow.
Enlightenusonhowyouhavemadeanimpactinthe Logistics&SupplyChainnichethroughyourexpertise inthemarket.
IwouldsayI’vemadeadifferencebyusingthemarketing channelsIhavetoreachnewclientsinunconventional ways.Logisticsandsupplychaincompanieshavebeen aroundforcenturies,buttheyhaven’talwaysputalotof thoughtintotheirbrand.We’veestablishedRubyHasasa thoughtleaderintheindustrybycreatingcontentthat potentialclientswanttowatch,read,andclickon.Using ourexpertisetohostwebinars,develophelpfulcontent,get newscoverageandbuildpartnershipswithotherleading companiesintheindustryhashelpedusgrowatan astonishingrateoverthelastfewyears.
Describeindetailthevaluesandtheworkculturethat drivesyourorganization.
ImentionedthecollaborativeapproachthatRubyHas Fulfillmenthastakeninworkingwithourclients,andI thinkthatshowsthetypeoforganizationweare.It’snotour wayorthehighway;it’sidentifyingsolutionsinwaysthat makethemostsenseforyourbusiness.Weareallinthisto helpourclientsgrow.
Undeniably,technologyisplayingasignificantrolein almosteverysector.Howareyouleveraging technologicaladvancementstomakeyoursolutions resourceful?
RubyHasiscommittedtoinvestingintechnology,robotics, andautomationaslongasitmakessenseforourclients.If
itisn’tgoingtohelpourclientsgrow,wedon’tdoit.It’sas simpleasthat.ItmakesmyjobasmarketingVPeasierto beabletosaythatRubyHasisatechnologicalleaderand thatwearecommittedtoinvestingintechnology
Ifgivenachance,whatchangewouldyouliketobring intheInventoryStorage&Managementindustry?
IwouldliketoseeInventoryStorage&Management companiesputmoreofanemphasisonlisteningtotheir clients,engagingwiththem,andencouragingthemto engagewiththeirendcustomerstolearnfromthem.Inan efforttostreamlinepickandpackservices,therehasbeena one-size-fits-allapproachinthepast,butrisingecommerce brandsdidn’tgetwheretheyarebyactinglikeeveryone else.Wecanlearnasmuchfromthemastheylearnfromus.
What,accordingtoyou,couldbethenextbigchangein theSupplyChainindustry?Howisyourcompany preparingtobeapartofthatchange? ThewayIseeit,RubyHas,andotherfulfillmentcompanies likeoursaremakingiteasyforbrandstoopennewsales channels,sothey’renolongerdependentononechannel, whetherthat’sbrickandmortarstores,wholesale,Amazon, otherretailmarketplacesordirect-to-consumer.Idon’t knowwhatthenextbigthingwillbe,butI’msureRuby Haswillbeoneofthefirsttobringittoourclients.
Wheredoyouenvisionyourselftobeinthelongrun, andwhatareyourfuturegoalsforRubyHas Fulfillment?
Ilovehelpingbrandsgrow.MygoalforRubyHasisto continuetogrowitspresenceasaglobalbrandthatis knownforcaringforourclientsandmakingecommerce fulfillmenteasier.ThatgoesforU.S.companiesselling overseas,aswellasoverseasbrandshopingtobreakinto theU.S.market.
Whatwouldbeyouradvicetobuddingentrepreneurs whoaspiretoventureintotheSupplyChainsector?
Iwouldsaythereisplentyofroomfornewideasandnew peopleinthisindustry.Itisrapidlygrowing,andtherewill alwaysbeaneedformovingthingsaround.Themethods maychangebutthat’swhatmakesitexciting.
Thesupplychainprofessioncontinuouslyevolves, creatingmoreintricatesystemstohandle.In addition,therecentPandemicoutspreadbrought morechallengespilingontheexistingones,demanding innovativesolutionstorisefromtheprecariouslandscape ofdifficulties.Understandingtheprofession’sins-and-outs isessentialtoguidethepotentialtalenttofacethese hurdles.Withoverfourdecadesofexperienceinthesupply chainprofession,JoelSutherlandeducatesthefuture supplychaintalentwithhisprofoundknowledge.Heisthe
ProfessorofPracticeinSupplyChainManagementat theKnaussSchoolofBusinessattheUniversity, developinganddeliveringindustryworkshopsand seminars,sharinghisextensiveknowledgeasanindustry speaker,andsecuring/overseeingconsultingprojectsto enhanceexperientialeducationforstudents.
JoelearnedanMBAfromPepperdineUniversityandaBS degreeinlogisticsmanagementfromtheUniversityof
JoelSutherland ProfessorofPractice inSupplyChainManagement KnaussSchoolofBusinessat theUniversity
SouthernCalifornia.Since2006,Joelhasbeeninacademia fulltime,firstatLehighUniversity,whereheservedas ManagingDirectorfortheCenterforValueChain Research.From2011to2021,heservedasManaging DirectorfortheSupplyChainManagementInstituteand ProfessorofPracticeinSupplyChainManagementatthe University
Joelhaswornmultipleleadershiphatsasasupplychain professionalholdingexecutive-levelpositionsformany well-knownorganizations.Oneofthemanymilestonesthat heachievedwasbecomingthefirstAmericanvicepresident forDenso-aToyotaGroupcompanyandthesecondlargestautomotivepartssupplierglobally.Joelalsoheld executive-levelpositionsatInternationalPaper;ConAgra Foods;Formica;AmerisourceBergen;andCSXRailand SealandServices.
Inthelate1990s,JoeljoinedJBHuntTransportasthe foundingmemberofTransplace,oneofNorthAmerica’s mostsignificanttransportationmanagementandtechnology providers–acquiredbyUberFreightin2021.Joelclosed thecurtainofhisprofessionaljourneyasthePresidentof Air-RoadLogistics,providingtime-definitetransportation servicesbetweentheU.S.andMexico.
Joelassertsthattheprimarychallengewas,is,andwill likelycontinuetobeconvincingseniorexecutivesofthe “value”ofsupplychainmanagement.Hesays, “There is a mindset that this profession is focused on reducing costs –and when something goes wrong, the blame falls on those functions generally assigned to supply chain management.”
Thosefunctionsincludesourcingandprocurement(i.e.,raw materialsandcomponents),production(converting somethingintoafinishedproduct),andlogistics(gettingthe producttotheendcustomer).Headds, “Supply chain management should be recognized as a competitive advantage, better serving the end customer results in greater market share and enhanced profitability – the “optimal” result.”
Joelwasrecognizedforhisextensiveexpertise.Belowarea fewofhisachievements.
•CSCMPDistinguishedServiceAward.
•ProfessionalAchievementAwardfromLogistics Managementmagazine.
•Top20LogisticsExecutivesbyCLOmagazine.
•InauguralmemberofCSCMP’sCircleofExcellence.
•CSCMPHallofFame.
Akintovisionaryleadership,Joel’scareerhasbeendefined byinnovation.AtDenso,hemasteredtheToyota ProductionSystem,alsoknownas"lean"or"Just-in-Time''. Heappliedthisknowledgethroughouthiscareercreating innovativetechniques,processes,andsolutionstoimprove supplychaineffectivenessandefficiency.Healsoidentified and“preaches”onthe‘TheSevenDeadlyWastesof Logistics’adoptedfromtheprinciplesoftheToyota ProductionSystemandpublishedinSupplyChain ManagementReview
AtInternationalPaper,JoelcreatedandpublishedafirsteverpaperontheCostofQualityFailure,quantifying variousfailurecoststhattransformedthemindsetand managementpractices.Continuinghisjourney,Joelproved himselftobeinstrumentalindevelopingacompetitive advantageinCollaborativeTransportationManagement, leadingtothecreationandpublicationofthefirstdefinitive paperonthesubject.AsChairofVICSAssociation committee,Joeldefinedandadvancedtheunderstandingof thisevolvingpractice-adoptedatTransplaceaswellas numerousretailandCPGcompaniesaroundtheworld.
JoelstatesthattheSupplyChainManagementInstitute (SCMI)supportsthedevelopmentofexceptionalsupply chainprofessionalssoughtafterbyindustryandthepublic sectoralike.SCMIiscommittedtodevelopingand disseminatingSupplyChainManagementknowledge& bestpracticesinthreeareas:
•CollaborativeRelationships:Createafertile environmentwherescholars,students,andexternal partnerscollaboratetoadvanceknowledge,drivethought leadership,andcreatepracticalsolutionsforthegreater supplychainprofession.
•World-ClassEducation:Supportundergraduate, graduate,andexecutiveeducationbyprovidingrelevant educationalprogramsfocusedonthebenefitsattainable
Committed to advancing academic excellence, expanding liberal and professional knowledge.The 10 Most Acclaimed Leaders in Supply Chain,
•AppliedResearch:Identifyandproposereal-world strategies,processes,andsystemsattheforefrontof effortstoimproveperformanceinsupplychain management.
JoelexpressesthatIndustry4.0,andallitsassociated elementsincludingAI,robotics,bigdataanalytics,3D printing,IoT,machinelearning,andmuchmore,will fundamentallychangethepractice,efficiency,and effectivenessofthemanagementofglobalsupplychains..
Hesays, “I believe that this will lead to greater visibility of the supply chain – from end to end – enabling greater integration. Already, our curriculum at USD is being transformed to include these important enabling capabilities as we develop tomorrow’s talent.”
Joelaimstoseehimselfasachampionforthesupplychain managementprofession.Walkingonapathintheindustry sincethe70s,heisrecognizedandappreciatedforhis efforts.Though,in2019,whenCOVIDimpactedglobal trade,thesupplychaintermwasusedalotinthepress.Joel mentions, “While the term is being thrown around as if it was clearly understood, the reality is that few people truly understand it, including practitioners. In my most recent graduate course (summer 2021), each of my students interviewed three people at their respective workplaces, asking them to define supply chain management. Almost all the responses were unique to what they did versus an
accurate definition. We have a long way to go!”
JoelstatesthatKnaussSchoolofBusinessattheUniversity hasalreadyembarkedonachievingafuturevisionfor supplychainmanagement.Theuniversityrecognizedthat otherdisciplineshaveacloserelationshiptosupplychain managementandhascreatedacenterofexcellenceto includesupplychainmanagement,economics,anddata analytics.providingaunifiedplatformtoconductresearch, teach,anddisseminateknowledge.Industrialengineering, residingwithintheSchoolofEngineering,alsoplaysa significantroleinoptimizingsupplychainsandcontributes significantlytothisvision.
Ithasalwaysbeenastruggletoattractstudents,astheyare drawntotraditionalprogramssuchasmanagement, marketing,finance,accounting,economics,etc.,shying awayfrommajoringinsupplychainmanagement.Joel advisestheupcomingtalenttoopentheirmindstothe possibilitiesacareerinsupplychainmanagementcanoffer Heassertsthatthepracticeisglobalandcanbeappliedto anybusiness.TheUSisconsideredaleaderinthis profession,andthedemandfortalentisgreaterthanthe currentsupply.Joelasks,otherthanjoiningthenavyto“see theworld,”whynotpursueacareerinsupplychain managementtoseetheworld? “As a supply chain professional for 40+ plus years, I have had the opportunity to visit more than 80 countries, work in and live in four countries, and travel to all 50 states,” Joelconcludes.
nnovationhasbroughtpeoplecloser.Ithasimproved
Ivariouswaysbusinessesoperateand,morespecifically, howproducts,information,work,andfundsflow throughoutthesupplychain.Leadinginthesupplychain industryisanarduoustaskasitconstantlyfacesnew challengesthroughseveralinternalandexternalfactors.
Although,thereareseveralburningissuestoberesolved withefficientandeffectivesolutions.Leaders,especially women,areexpertsatmanagingcustomerexpectations, suppliers,maintainingqualityandsustainability,accessto data,andriskmitigation.Evenindifficulttimeslikethe Pandemic,thesewomenleadersefficientlycontributedand ledfromtheforefront.Thequestionarisesofhowthe supplychainisledunderwomen'sleadership.Letusdivein deepthroughthisarticle.
Today,thereismuchtalkaboutthecompaniesledby women,andthesupplychainisnoexemptiontoit.This shiftofwomenintofieldslikesupplychaingivesthe industrynewideastotakethefieldforward.Itisalso becauseoftheirsolidtechnologicalbackground,through whichtheyhavebeenabletotakechargeofthesupply chaincompanies.Thischangeinthesupplychainindustry bringspositivityandmoreenergyamongtheteam members.That'stheinfluenceofwomeninthesupply chain,orintheoverallprofessionalworkplaceforthat matter
Theirkeystrengthistocreatebondingwiththeclients, teammembers,andtheorganization'sinternalmanagement. Theymakesureeveryonefeelsincludedandcreategrowth opportunitiesforeveryone.Duetotheirperformance,we couldproudlysaythattodaynoindustryismale-dominated; womeninbusinesshaveclimbedtheladderofchallenges makingittosuccess.And,iftherehastobeasynonymfor 'hardwork,'itwouldbe'women'becausewomenhave adaptedtothesupplychainwiththeirhardworkand dedication.
Womenhaveprovedthatnojobisimpossible;allyouwant issupportfromyourteamand,ofcourse,fromthefamily members.And,thisiswherework-lifebalancecomesinto thepictureforthem;whetheritisthepersonalor professionallife,womenarehandlingtheirrolesand responsibilitiesperfectly.Ideally,ifIwouldthinkto
managesuchatightwork-lifebalance,itwouldbea disasterforme,sowegottoappreciatehowwomenhandle thingswiththeirbestefforts.
TheBigPicturehereisthatweareenteringthedigital transformationera,andwomeninbusinessandsupply chainarejustanotherexampleofit.Lookingattheir journey,weunderstandthatittakesalotofcourage, dedication,andpatiencetobecometheleaderinthesupply chain.Itissobecauseyouareinvolvedinendlessbusiness meetings,decisions,handlinginventory,andmultiplethings simultaneously.So,businesswomenhaverisenand establishedasperfectleaderstotakealltheworkcarefully relatedtothesupplychain.
Overthelastfewyears,wehaveseenthistrendofwomen enteringalltheindustries,andthischangeisgood.With theirexperienceandknowledgetoday,theirpresenceis enoughtotakethecompaniesupandabove.Youonlylearn intheleadershipprocessbecauserisks,challenges,and successgoontilltheveryendoftheleadershipjourney.So, businesswomenunderstandthattheyhavetocreateasmany opportunitiesaspossibletocomeintothisfield.
Leadershipisquiteajourneyindeed;nevergivingupand stayingmotivatedisthekeyhere.Learnfromyourmistakes andmaketheworldyours.Weareallsurroundedbythe miraculousleadershipofwomen,andweareverymuch excitedaboutwhattheybringtous.
The
heintricaciesinthesupplychainareincreasing
Twitheachpassingday;eventhoughtechnological advancementanddatabringadditionalvaluetothe process,theskillgapkeepsexpanding.Organizationsneed diversetalenttomanagethesupplychaintopush performanceandprofitabilityfurther.Havinginsightsand informationaboutthesupplychaincanprovide organizationsarefreshingperspectivewhichiswhatMaria VillablancadeliverswithherventureFutureInsights Network.
AstheCo founderandCEO,aswellasthehostofa successfulpodcast,Mariacreatesaworkplaceculturethat inspiresandmotivates.Sheisaneffective,energetic,and visionaryleaderwhobelievesthat“goodenough”isnever goodenough.Withherleadershipattheforefront,Future InsightsNetworkisdrivingmanufacturingandsupplychain innovationthrough;thoughtleadership,virtualworkshops, live,collaborativeevents.
Insights Success caughtupwithMariainourendeavorto find “The 10 Most influential Women in Supply Chain, 2022. ” Wetalkedwithhertohaveadeepunderstandingof howsheisdrivingatransformationalchangebyconnecting supplychainleaders.
Below are the highlights of the interview:
Briefouraudienceaboutyourjourneyasabusiness leaderuntilyourcurrentpositionatFutureInsights Network.Whatchallengesyouhadtoovercometoreach whereyouaretoday?
Ihavehadalongtrajectoryspanningmultiplecontinents, languages,industries,androlesovermynearly30-year career.Thispathhasallowedmetoembracechange, diversity,transformationandhasprovidedmewithan opportunitytodevelopagilityandadaptability.Mygreatest teachersthroughoutmycareerhavebeenmyfailures,andI amverygratefulforthem.
Our purpose is to inspire and enable transformational change in the world’s leading companies.
Tellussomethingmoreaboutyourcompanyandits missionandvision.
TheFutureInsightsNetworkexiststoprovideournetwork ofover80,000seniorsupplychainleaderswithcontent, connections,andacommunitytohelpthemsolvetheir burningquestions.Today,morethanever,thisisimportant inhelpingtobuildagile,resilient,andsustainablesupply chains.
Enlightenusonhowyouhavemadeanimpactinthe Logistics&SupplyChainnichethroughyourexpertise inthemarket.
Wetrytobringstoriesandcasestudieswithclearand actionableadvicetotheindustry Thereistoomuchhype, noise,andbuzzoutthere,andwehopethatwecandeliver someclarityamidstthecomplexityanddisruptionoftoday. WedothisviatheTransformTalkswithMariaVillablanca podcastandourevents.
Describeindetailthevaluesandtheworkculturethat drivesyourorganization.
Westrivetocreateacultureofagility,flexibility,learning, anddiversity Asawoman-led,woman-ownedbusiness,we aimtogivevoicestounderrepresentedgroupsinour industryandfurtherthevaluesofdiversity,equity,and inclusion.Equally,Ithinkit’simportanttoensurewecreate aculturewhereallourteamfeelscomfortableinbringing newideastothetable.
Undeniably,technologyisplayingasignificantrolein almosteverysector.Howareyouleveraging technologicaladvancementstomakeyoursolutions resourceful?
Thepandemicmeantshiftingourbusinessfromonewhere wedeliveredphysicaleventstoapurelydigitaloffering. Thismeantlearningnewskillsandimplementingnew technology,includingAI,intoourbusiness.Withoutit,we wouldnothavebeenabletoweatherthelast18months successfully.Notonlyhasthistechnologyallowedusto growduringthepandemic,withalmosttriple-digitrevenue andcommunitygrowth,butwehavebeenabletowidenour netstogrowintonewmarketsthatwerepreviously unavailableintheirphysicalform.
Ifgivenachance,whatchangewouldyouliketobring intheInventoryStorage&Managementindustry? Ideally,Iwouldwanttoseetwochanges,
1)todrivemorediversity,equity,andinclusioninitiatives andbringmorepeoplewithdifferentbackgroundstothe industrybutalso
2)drivesustainablechange.Thepandemichasfast-tracked digitaltransformation.Itwouldbegreattoseeusdevelop newandmoresustainablebusinessmodelstoo.
What,accordingtoyou,couldbethenextbigchangein theSupplyChainindustry?Howisyourcompany preparingtobeapartofthatchange? Thenextbigchangewillbearounddigitaltransformation technologiesandsustainability.Bothwillhaveanimpacton howwedefinethesupplychainandhowbusinesses operate.EverysingleroleinSupplyChainwillchange.I hopeforthebetter.Ourroleinthisnewworldistocontinue tobringstoriesofpositivechangetotheindustry.
Wheredoyouenvisionyourselftobeinthelongrun, andwhatareyourfuturegoalsforFutureInsights Network?
Inthelongrun,Ihopetocontinuegrowingthebusiness,the community,andthenetworktoincludeawidergroupof SupplyChainexecutivesfromthemomenttheystarttheir careersinthisindustryuntilthemomenttheyretire.Ihope tocontinuebringingthemcontent,connections,andaplace wheretheycandialogueanddebatethelatesttrendsand issues.
Whatwouldbeyouradvicetobuddingentrepreneurs whoaspiretoventureintotheSupplyChainsector?
Doit!Therehasneverbeenamoreexcitingtimetojointhe industry.IbelieveSupplyChainprofessionalscanchange theworld!
MariamSaad
ofIT,TechnologyServices, ProfessionalServicesProcurement TELUS
Thetransitioninthesupplychainindustryisnear.To realizethischange,it’sessentialtounderstandthe end-to-endsupplybasemappingandfocuson sustainableefforts.Implementingseveralaspectsinthe workplacewillalignwiththemassiveshiftcausedbythe pandemicconcerningglobalconsumermindsetstowards environmentalissues.PreparingforthischangeisMariam Saad,amulti-lingualleaderwith20yearsofhighlyskilled experienceinprocurement,operations,andsales,across multipleglobalandnationalorganizationsin telecommunications,mining,andinformationtechnology
AstheDirectorofIT,TechnologyServices,and ProfessionalServicesProcurementforTELUS,Mariam leadstowardsanextensivetransformationalinitiativeasthe companyseekstogrowandmatureitscapabilities.Sheis recognizedforeffectivelyleadingandmanagingconcurrent initiativeswhileconsistentlyachievingstrongresults.
TELUSisbuildingabetterfutureforallCanadiansby usingitstechnologyforgoodandgivingbacktoits communities.Itssocialpurposeisattheheartofeverything itdoesasaworld-leadingtechnologycompany,andTELUS continuestosetitselfaparttomakethefuturefriendly together.
MariamgraduatedwithanInternationalBusiness CommerceDegreefromConcordiaUniversityinMontreal, withaMinorDegreeinMarketing.FollowingtheDegree fromConcordia,shethenpursueda1.5-yearLeadership CertificateattheExecutiveMcGillMBAProgram. Havingworkedacrossmultipleindustries,including
InformationTechnologies,NaturalResources,and Telecommunication,shedevelopedextensiveexperiencein ITsalesandprocurementoperations.Throughouther career,shefocusedonrevenuegeneration,costsavings, delivery,andvaluecreation.Shetooktheopportunityto utilizetheexperienceandexpertisewitheachsuccessive roletosharpenherfocusonvaluegeneration.
ThroughoutMariam'scareer,shefacednumerousdiversity andinclusivenesschallenges.Inherearlysalescareer,she wastheonlywomanamongstateamof10men.Asaresult, sheconstantlyfeltthatshehadtoworktwiceashardto proveherself.
Moreover,shefacedadditionaladversitycomingfroman immigrantethnicbackground,whichshehadtoovercome throughoutherjourney.Shesays, "Whether working in IT or the mining industry, there were very few women, and almost none existed as you moved up the ladder. “Mariam expressesthatsupportforwomenwasincrediblylacking duringthefirstfewyearsofhercareer.Therewereno forumswherewomencouldconnect,receivesupportor shareexperiences.Shehadmanyfemalecolleaguesthat constantlyreachedouttohertosharetheirchallenges. Insteadofseeingthisasanobstacle,shethoughtabout takingchargeandmakingadifference.Tothatend,Mariam co-foundedthefirstwomennetworkatherprevious companyandopenedthefirstchapterinMontreal.Mariam receivedanoverwhelmingresponse,andpeopleworldwide becameinvolvedaskingtojointheMontrealchapter.Asa result,shenegotiatedabudgettolaunch10otherlocal chaptersworldwide.Today,Mariamenjoysmentoring youngwomenandnewimmigrantstohelpthemintegrate intoorsucceedintheirworkplace.
When you're with TELUS, you're part of a network of giving.The
Mariamexpressedthatsharingandcollaborationare integralpartsoflearningandgrowth.AtTELUS,shestrives forcontinuousimprovementandvaluecreation,ensuring thatsheisconstantlylearningandeducatingherself,her team,andthebusinessonthelatesttechnologies.Sheis alsosoughtaftertospeakateventssuchasSupplyChain DigitalorroundtableswithProcurementLeaders,Supplier Diversityevents,orwithinITSummitstodiscussthelatest issuesandtrendsintheITandDigitalspace.
Shesurroundsherselfwithagreatnetworkofcolleagues, andteammembers,enablinglearningandprofessional growth;shebelievesthatgivingbacktoherteam,TELUS, network,andsuppliersisaprivilegeandaresponsibilityto givebackwhatothershavedoneforher.
Mostrecently,Mariamhadtheopportunitytospeakat manyeventssharingherthought-leadershipaboutthe effectsofthepandemicanditsroleinacceleratingdigital transformationandaboutCloudtransformation,evolving strategybetweenprivate,public,single,andmulti-cloud vendors.Mariamisproudtobeathoughtfulcontributorto thesecriticaldiscussions.
MariamstatesthatTELUShaskeypillarsfromacultural evolutionfocusedoninnovation,growth,change, teamwork,andrisk.TELUSdrivesacollaborativework environmentthatfostersgrowthanddevelopmentin individualandteamcultureandinnovativeperspectives. Thisenvironmentencouragesteammemberstolookfor newopportunitieswhileapproachingrisk-takingwithan opportunisticandexperimentalmindset.Everyday innovationisfocusedonnurturingthemindset,behaviours, andenvironmentrequiredtoinspirethecouragetodrive innovationtoaculturalstandardacrossalllevelsandvalue chainsatTELUS.
Withrespecttoleveragingtechnologytodrivebusiness objectives,MariamhighltedthatTELUSiscommittedto makingthefuturefriendlybyconnectingCanadians throughtechnologicalsolutionsthatcreatevaluewithin communitiesandconnectingwithtechnologypartnersto advancethedigitaltransformationjourney
Agriculture:TELUSisonamissiontotacklesomeofthe mostsignificantsocialchallengesofthegenerationusing technologyforgoodandempoweringgrowthinagriculture andfeedingtheworldbyconnectingtheunderservedrural
worldwithcommunicationcapabilities.TELUSfostersthe exchangeofdigitizedinformationtohelpallpartiesoperate moreefficiently.Connectedsolutionsforfarmmanagement, optimizedprofitability,increasedefficiency,andinsights.
Healthcare:TELUSisstreamlininghealthrecordsand data,buildingpowerfuldigitalhealthcaretoolsfor hospitals,doctors,pharmacists,andmore,tohelpsupport healthcareproviders.TELUSheavilyinvestsinvirtualcare toaccessallCanadianstoreceivequalitycareanytimeand anywhere.TELUShasinvestedover$2.5Billionin healthcareinthelastdecades;ithas$12MillionCanadians coveredbyTELUSHealthBenefitmanagementsolutions.
Partnerships:TELUS'secosystemofpartnersiscrucialto Mariam.Thecompanyhasbuiltstrategicpartnerships, allowingittobuildsomeoftheworld'sfastest,highest qualitynetworkstoleadintheHealthcareTechnologyand CustomerFirstapproach.
Mariamlovesherworkandenvisionsherselfconstantly learningandgrowinginherspace,helpingshapeand changethesupplychainindustrytoadvanceitandsolve realproblems.Sheisproudtoassist"feedingtheworld"by improvingTELUS'foodqualityandsafetybyleveraging technologicalinnovationandhumancompassion.Sheis excitedtobeapartofthehealthcareinitiativethatwill impacttheworldpositively.Sheseesherselfmentoring supplychainprofessionals,fosteringadiversityand inclusivenessculture,andsoonleadingaprocurementor supplychainorganization.
Mariamadvisesup-and-comingentrepreneurstoprepare themselvesforawonderfulride.Shesays, "You are going to witness some of the greatest evolution in this space. We are entering the fourth industrial revolution that will challenge current ways of working and the need for some of the most pressing issues in the world. It is where entrepreneurs can use their experience and expertise to witness or drive some of the greatest changes in the supply chain space seen in several decades.”
Monique Alblas
hesupplychainisatraditionallymale-dominated
Tfield.Therefore,beingaleaderinthesupplychain fieldisnotaseasyasitsoundsforwomen.Ittakes courage,zealtolearn,andresiliencetobeinthisfieldand makeadifference.Today,manybraveandresilientwomen leadershaveenteredthisspace,aremakingnotable contributions,andaresettinginspirationalstandardsfor otherwomen.Onesuchinspirationalleaderinthesupply chainindustryisMoniqueAlblas,theVicePresidentof ConsultingatGEPWorldwide.
Let’sshedsomelightonherjourneyasabusinessleader.
Aftergraduating,Moniquejoinedasmallcompanyfor whichshewasaskedtosetupaseparateITcontingent laborcompany.Beinganentrepreneuratsuchayoungage wasatremendouslearningexperienceforher,coveringall aspectsofabusinessinwhich,ofcourse,shealsomade morethanherfairshareofmistakesthatshehadto overcome.
Afterthat,Moniquejoinedaglobalhightechfirmwith responsibilityforatriple-digitspendportfolioofprofessionalservicescompanies.Duringthistime,sheworked withC-suiteexecutivesinamale-dominatedengineering environmentandlearnedtostandherground.Workingwith awidevarietyofconsultantsandseeingthedifferencethey couldmakeinrelativelyshortperiodsmadeherrealizethat beingaconsultantwouldfitherlikeaglove.Shenotes, “Being a consultant means you always have to bring your A-game. You’re hired to achieve meaningful results. It’s never easy, but I love it.”
Supplychainshavealsoseenalotofunprecedented challengesoverthepastyears,andMoniquejoinedGEP Worldwide,justaswhentheworldwasdealingwiththe pandemic.Oneofthemajorareasofconcern,especiallyin thefirstfewmonthsofthecrisis,wastheoverdependence onChinaandtheinabilitytoprocurematerialsfromthere andseveralotherpartsofAsia.Manyenterpriseswere
forcedtolookforanalternative,andlikelymoreexpensive suppliersandsolutions.
AtGEP,Moniquesupportedseveralclientswithmake-or buydecisionstopreventbiglosses.Sheledateamthat lookedintosettinguplocalandregionalproductionfor someofthematerialsthattheycouldnotgetviatheregular supplychainsbecauseoflogisticalissuescausedby COVID-19,aswellascollaborationswithotherthird partiestobundletheirbuyingpower.
Moniquebelievesthatprocurementcannolongerjustfocus onvolumesanddrivingdowncoststohelpachievethe company’slargerobjectives.Procurementandsupplychain leadersneedtolookforinnovativesolutionstoplaya strategicroleinachievingcompanygoals.Leadersneedto genuinelycollaboratewiththeirecosystem—withtheir suppliersandsuppliers’suppliersandevolvefroma transactionalvendor-stylerelationship.
is a leading provider of supply chain and procurement software, consulting and managed services to Global 2000 enterprises worldwide.
Shesays, “To develop an informed perspective on what's going on in the market, and to understand what's possible, it’s paramount that procurement and supply chain leaders collaborate with suppliers and other organizations. This means stepping outside our comfort zones and boundaries of negotiating prices, quantities and lead times to also focus, and assist, suppliers with tracking their environmental impact, cutting waste, sustainability, innovating activities, adopting new digital platforms to share data more easily and gain greater visibility across the entire, multi-step, global supply chain.”
Founded22yearsago,GEPisaleadingproviderofsupply chainandprocurementsoftware,consulting,andmanaged servicestoGlobal2000enterprisesworldwide.Itsmission istointegratestrategy,software,andmanagedservicesso itsclientscantransformandoptimizetheirsupplychains anddrivegreatervaluetocustomersandstakeholders.
Withmorethan5,000employeesacross24locationsin Europe,Asia,Africa,andtheAmericas,GEPiscontinuing togrowbydoubledigitsasglobalcompaniesareacceleratingtheirinvestmentinremakingtheirsupplychains.
TalkingaboutthevaluesandcultureofGEP,Monique mentionsthatitisaprivatelyheld,minority,andwomenownedbusiness,wheregivingbackisanintegralpartofits purposeanditsDNA.
GEPwasfoundedonsixcorevalues,includingdelighting customers,excellence,andcaring.Bycaring,itmeans caringforeachotherascolleagues,forthecommunities wheretheylive,andfortheenvironment.Moniqueasserts, “Caring is integral to our culture because it connects our thousands of employees across every office with a common purpose to improve people’s lives.”
Besides,itwonBestPlacestoWorkinnearlyeveryother countryitoperates.Itsapproachcombinesatop-down corporate-ledprogramandenablesemployeestocreate activitiesfortheircommunities.Itidentifiedfourspecific socialareasforitsemployeestohelpaddress:empowering women;enablingbasiceducationforchildren;alleviating hunger;andsustainabilityinitiativestocutitsenvironmentalimpact.Eachyear,GEPWorldwidespendsbetween5% to10%ofitsannualprofitthroughdirectcontributionsand matchingemployees’initiatives.
Lastyear,GEP’semployeesspentmorethan20,000hours undertakinglocalactivitiestosupportwomen’sdevelopment,addresshunger,andprovidechildrenwithaccessto basiceducation.
MoniqueopinesthatGEP’sfutureisbright.Itisanexciting timeforthecompanybecausesupplychainsandprocurementarenowaboardroom-andinvestor-levelissue. Companiesareacceleratingthetransformationtobuild resilient,agileandsustainablesupplychains.
Today,companiesneedredundancyandresilience,aswell asspeedandcostefficiency,tobettermanagesupply disruptions,inflation,scarcity,andcyberattacks.Companies arealsoshiftingfrommeasuringtocuttingtheenvironmentalimpactoftheirentirecomplexsupplychains.Furthermore,procurementisnowstrategicandessentialtoget costsinlinewithinflationrunningmorethan7%.
GEPinvestsheavilyinproductdevelopment,ledbyML/AI foradvanceddataanalyticsineverything,fromreal-time demandforecasting—enablingclientstoreactquicklyand bedemand-led—toidentifyingsavingsanddetermining whatcomponentsandservices“shouldcost”toevaluating theperformanceofsuppliers.GEPcontinuestorollout controltowerstoidentifypotentialdisruptionsandissue resolution.
Inconclusion,Moniqueexpresses, “This is an exciting and important time to be consulting for companies about their global supply chain, and GEP, as a global leader, is ideally positioned. Disruptions in logistics and drastic changes in consumer expectations have sparked an unprecedented focus on supply chain management for C-suite executives. We are now seeing the shift from logistics and supply chain primarily being a back-office function to a boardroom priority. It is only the start as supply chains will continue to grow in complexity. The future survival for organizations now depends on effectively managing the 5Vs of supply chain success: visibility, volatility, velocity, vulnerability and viability. GEP is growing very rapidly, and I’m excited to be playing a pivotal role in supporting companies reimaging their supply chains and adopt new technologies to become more cost-effective, resilient and sustainable.”
The2022InternationalWomen’sDaythemeis “ChoosetoChallenge.”Challengingforbringing changeintheworldbybeingawareofthe opportunitiestocreateagender-balancedsocietyinallthe sectors.Thesupplychainindustryhasbeentraditionally male-dominated,anditischallengingforwomen, especiallyinleadershippositions.Buttrailblazingwomen leadersarerevolutionaryintheirapproachandchooseto takeupthechallengeofbeinginthesupplychainindustry andimpactingtheindustrywiththeircourage,passion, guts,andleadershipskills.
Womenarefearlessandbelieveintheirpotential,setting exemplarystandardsforotherwomenleadersandsetting thestandardsforfuturegenerations.Ittakesalotof knowledge,awareness,bravery,andabilitytodealwith complexchallengesinthesupplychainindustrytobea trailblazingwomenleader.Therefore,becominga trailblazingwomenleaderinthesupplychainindustryisa laudablefeat.Suchwomenleadersbecomeaninspirational exampleforotherwomenleadersandfuturegenerations.
Womenleadersaremakingtheirpresencecountandare readytotakeonthechallengeandprovingthemselvesthat theycanworkproductivelytomakeadifferencewiththeir skillsandabilities.Duetothevaluewomenbringtothe table,manycompaniesalsoincludewomeninleadership positionstomakebetterandinclusivedecisions.
Trailblazingwomenleadersplayavitalroleinensuring diversity,equality,andinclusioninthesupplychain industryandaremorejudiciousinensuringgood overalloperationsandproductivityfromallthe employees.
Womenleadersdoinggoodinthesupplychainindustry naturallysignificantlyimpactotherwomenleaders,anditis moreinspiringforthemtofollowsuchleaders.Thewomen leadersinthesupplychainindustryshouldbeopento changesintheindustry Theyshouldbereadytochange themselveswiththetransformativeshiftsbyinnovating varioustacticsmakingsoundjudgmentswithpre-existing solidknowledge.
Trailblazingwomenleadersinthesupplychainindustry preparethemselveswellenoughtohandlethechallengesin thesupplychainindustryandmakethebestsituational decisions.Theyshouldresolvethedifficultieswithfortitude andworkhardwithalltheirteammembers.Theyshould learnfromtheirseniorsandpassonwhattheyhavelearned toothers.Notwodaysarethesameinthesupplychain industry.
Thosewomenwhowanttoenterthesupplychainindustry shouldbeadaptableandflexiblewiththecontinuously changingdynamicsinthesupplychainindustry They shouldhavethegreatapproachoflearningandgrasping thingsquickly,alltheconstantchangeshappeninginthe industry,andaccordinglydevelopingtheabilitytohandle allthesituationswithdiligenceandmakingtheirbest contributionbybecomingatrailblazingleaderinthe industry Theyshouldbestrategicandhavealotof firefightingabilityeverydaytomakethegreatestimpactin theindustryandprovethemselvesasillustriousleadersin thesupplychainindustry.
Sincethestartofthepandemic,thesupplychain industryhasbeenfacingissuessuchasanonslaught ofshortages,disruptions,anddelays.Butcompetent leadersinthisindustryarecontinuingtonavigate challengesinthesupplychainindustrybyusingtheir knowledgeandexperience.Femaleleadersinthesupply chainindustrycontinuetoemergeandmakeanimpactin theindustrywithgoodmomentumandadoptingbest practices.Bybuildingrobustsupplychainsandreforming thesupplychainsector,womenleadersinthissectorare fuelinginnovationinthisindustry Theyarecreatinga brighterpathforthesuccessofthesupplychain community.Itisimportantforthesupplychaincommunity tocommunicatetheirmessagetoalargeraudienceabout theirservices.ThroughLet’sTalkSupplyChain,Sarah Barnes-Humphreyisbuildingaplatformthatgivesavoice tothesupplychaincommunity,seesthevisualimpactof diversityandinclusion,andfinallycreatessafespacesfor everyonetofeelheard.
Sarahhasspentthepast20yearsinthelogisticsandsupply chainindustrylearningeverythingshecan.Perseverance ledSarahtobecomeoneofthetopwomenleadersinthe SupplyChainIndustry.Shedoesn’tbelieveingivingup. Sheruns“Let’sTalkSupplyChain(LTSC),”anditisthe hottestsupplychainpodcastonthemarket.Sheisobsessed withthesupplychainandbelievesthat“Collaborationis thefutureofbusiness”,andwecanallwintogether
InitsLet’sTalkSupplyChainWomeninSupplyChain series,LTSCintroducesthefemaleleaderswhoare dominatingthesupplychainnowandunleashingbetter, smarteroutcomes.LTSCsharestheobstaclesthesewoman leadershaveconquered,giantleapsoffaith,andthe beginningsthatultimatelybroughtthemwheretheyare today,leadingbusinessesacrosstheglobalsupplychain.
FocusingontheWorkthatNeedstoBeDone
Sarahworkedforthefamilybusinessfor20years,took coursesonlinewhileshegothands-onexperiencein logisticsworkinginoperations,salesandthenultimately endedhercareerthereasDirectorofSalesandMarketing.
Beingtheoldest,sheovercamejealousyfromemployees becauseshewasthe“Boss’daughter”,shehadtrustissues aseveryoneshemethadanagendaorwantedsomething fromherasthe“Boss’daughter”.Theultimatechallenge camefromthedayherfatherclosedthedoorsofthe business.Shefeltforallcompany’semployeesand
customers.Shefeltsomuchloss,includingthefactthatshe wantedtorunthecompanyoneday,eversinceshewas16, andthatdaywastheworstdayofherlife.
Sarahhadalreadystartedthepodcastandhadclients countingonher,soeverydaythereafter,shejustkept everythinggoing.Shelearnedsocialmedia,graphics design,websitedesign,andeditingandwokeupeveryday byfocusingontheworkthatneededtobedone.
LTSCfeaturesbrandswithinthatsectorofthesupplychain onthepodcast,andnowitislendingitsplatformforbrands tohavetheirownshowswithabuilt-inaudience.Sarah believesthatitisveryimportantforbrandsinthesupply chainsectortotelltheirstoryandreallycommunicatetheir valuepropositionforthosetheycanhelp.Supplychain professionalsknowwhatisoutthere,andLTSCbringsthat tothemarket.
BeingacertifiedWomen-OwnedSupplyChaincommunity facilitator,LTSCvaluesdiverseperspectives.Beingopenminded,leaningintounderstand,alwayslearning,and trustingeachothertowantwhatneedstobedonefor everyone’ssuccessishowitdrivestheorganizationforward andstaysinnovative.
We use tech whenever and wherever it makes sense, always looking for new ways that we can support the brands in our industry to tell the best story and give the best information to our audience and our listeners.The 10 Most Acclaimed Leaders in Supply Chain - 2022
LTSC’sNon-Profit–TheBlendedPledgeisworkinghard toseethevisualimpactonstagesinaudiencesatindustry conferencesandindigitalcontent,soitisveryfocusedon DiversityandInclusion.Throughitssecondpodcast,called theBlendedPodcast,itbrings5peoplefromdifferentwalks oflifetogethertotalkopenlyandauthenticallyabout variousDEItopics.LTSCisalsofocusedonCollaboration beingthefutureofbusiness,bringingtheplayersinthe industrytogethertobringmoretransparency,visibility,and cohesivechain.
Sarahstatesthatorganizationswillbelookingatwherethey wanttohaverisksintheirsupplychaininthefuture.They willbasetheirfuturestrategiesoncompetingonsupply chainsagainsttheircompetitors,notjustproductmarketing. LTSCispreparingtobepartofthatchangebybuildingthe platformforvoicestobeheardsotheyallcanlearnfrom eachother'smistakes,challenges,andsuccesses.Sarah envisionsbuildingmore,creatingmore,andbeingchange agentsintheindustry
Sarahadvisesbuddingentrepreneurswhoaspiretoventure intotheSupplyChainIndustrytobuckleupbecauseshe saysthatitisquitetheride.Shesuggeststhemtochoose somethingthattheyreallyenjoybecauseshebelievesthat successinthisindustrydoesn’thappenovernight,andthey needtoovercomedoubts,unwantedadvice,naysayersetc. Sheadvisesthemtobelieveandlovewhattheyaredoing thatwillkeepthemmotivated.
Sarahherselfhasstartedandstoppedmanyventuresfrom gettingwheresheistoday.Shesuggestsbudding entrepreneurs, “Stay motivated, don’t quit, take small steps toward your goal every single day and stay flexible/open minded.”
Shimon Gowda Manager, Supply Chain Design+ Chainalytics and Founder Supply Chain Unified
Forthelastfewyears,thesupplychainindustryhas witnessedwomentakingupleadershippositionsand thrivingintheirroles.Womenhavesteadily advancedwithinthelogisticsandsupplychainsectorwith theirpassion,talent,andknowledge.Today,manywomen areplayingasignificantroleinshapingthefutureofthe industry.
OnesuchwomanisShimonGowda,Manager,Supply ChainDesignatChainalyticsandtheFounderofSupply ChainUnified,anetworkingplatformforlike-minded peopleandpeerswhoareinthefirstdecadeoftheircareer andareexploringwhattheirtrue‘mojo’is.
AsShimonlooksbackandpondersherjourneyupuntil now,sheseesandrealizeshoweveryexperiencehasbeen invaluablelearningandsteppingstone.Thecurrentsituation isalsoalearningexperienceandawindowofopportunity ofwhatshehopestoachieve,contribute,andgivebackto societyandcontinueinspiringthewayshehasbeen inspired.
Sheexpresses, “A career in supply chain was not by accident for me. As it is rightly said, family is the first school of every individual. Many of our career aspirations are strongly influenced by the envi-ronment in which we are brought up. My father, a doctor and a son of a farmer balanced his pro-fession well and took care of our agricultural land perfectly. As a kid, I would keenly observe the processes involved in running our estate. My initial brush with Supply Chain Process was when I saw how the
milk from the cows was stored and diligently transported to the dairy for pasteuriza-tion, where it undergoes various processes before it is sent out to stores for sale. I was always inspired and awed by this mechanical yet very efficient chain of supply. This inspired me to develop a penchant towards Supply chain and the various processes governing them.”
Havingabachelor'sandamaster'sdegreespecializedin SupplychainexposedShimontotheessentialsofsupply chainalmost9yearsago.Shehascometorealizethat optimizationofthesupplychainisacyclicprocess.The principleofLeanSixSigmathatstates, "there is always scope for improvement and potential to reduce costs",fuels Shimon’seternalpassioninthisfield.
Besides,Shimon’seducationalbackgroundandprofessional exposurehavetaughthertohaveakeeneyefor optimizationofprocess,labour,infrastructure,and distributionnetworkincludingallnodesofsupplyand demandtoincreasethethree"R's":Revenue,ROIand Relationshipbuilding.
Likenumerousotherimmigrantswholeavebehindtheir hometownandmovetoacompletelydifferentlandtoseea betterfutureforthemselves,Shimonisyetanotheraspirant whotraveledtotheUnitedStates;firsttimeabroadto pursueherhighereducation.Thiswasherveryfirst challenge.
Shimonmetwonderfulnewpeoplefromdifferentcultures, sawtheworldfromadifferentperspective,andbecame moreappreciativeandgratefulforherowncultureand
upbringingwhilerespectingothersandlearningeveryday Sheasserts,“Life is not easy being an immigrant on a visa and an aspirant who was particular in having a career of her choice. When you are on a visa, your time and clock is always ticking and there is a constant urge to accept any opportunity that comes your way to stay afloat. I think that was one of the major challenges to me. The zeal and thirst to fight and wait for a career opportunity that you are passionate about. I cannot underplay the impact of a perfect combination of hard work and luck, that has bought me down the path.”
Thesecondchallengeforherwasbeingawomanina man’sworld!Sheputs.“No matter how progressive the times are, I cannot emphasize the number of times I have been the only woman on the table. Having and choosing a career in supply chain also more often means you are inside a warehouse, factory and amongst trucks observing and auditing to perform root cause analysis of issues. It is not always a very glamourous profession. I have been fortunate enough to have worked with wonderful set of colleagues and cultures where gender equality is of the utmost importance and have felt indifferent despite being the only female in the room.”
Thirdly,oneofthegreatestadversityorchallengeShimon mostrecentlyfacedwaswhenshehadtomakeaverytough decisiontoleavetheUnitedStates,asshedidnotget ‘lucky’inthelottery-basedworkvisa.Butshebelievesthat
borderscannotstopyouifonereallywantstomakean impact.Shenotes,“I feel more confident now because most companies are now global and the physical presence or location of a person cannot stop you from solving a problem, work in collaboration across na-tions and truly make an impact on what you are passionate about.”
Shimonoweshercurrentsuccessandpositiontoallthe mentorshipandguidancefromsomeamazingpeopleshe hasmet.Shesays, “The essence of being in consulting is, every project feels like a new learning phase. There are numerous business nuances that you learn and are constantly awed by.”
Talkingaboutthenextbigchangeinthesupplychain industry,Shimonbelievesthatthereshouldbethe acceptanceandadaptationofmorecompaniesandsupply chainprofessionalstokeepabroadermindandattitude towardslearning,accepting,andimplementingAI/MLtechnologyandalgorithms.Shemarks, “This is to simplify and automate monotonous jobs and not to take away any jobs. Human intervention will still be required in our industry at large. But by automating several tasks, we can now focus on innovation, empowering mental well-be-ing of workforce and all value to our everyday task without having to feel mechanical or redundant in our tasks.”
WeaskedShimonifgivenachance,whatchangeshewould liketobringtothesupplychainindustry,towhichshesaid, “I would encourage more small and mid-sized companies to educate themselves to understand how using data and seeking help from supply chain professionals can truly add to the bottom line and optimize their process. Secondly, increase awareness about the advantages of collaboration, not just within the organization but with all your partners across the organization involving suppliers, freight partners, 3PL and warehouse partners, retailers as well as customers.”
I hope to continue learning and constantly thrive towards making a positive impact.
“ “
Tarun Rai Khurana Head of Purchase & Supply Chain Management UFlex limited
eisaversatileC-levelstrategicsupplychain
H&procurementprofessionalwith21yearsof dynamicexperience.Hehaseffectively handledSCMprocessofallthecompanies hehasworkedinandcontinuestodeliveron thegreatstandardshehassetforhimself.Heisseenasan expertinthisfield.
MeetTarunRaiKhurana,adeterminedandpassionate leaderandtheHeadofPurchase&SupplyChain Management(Asst.VicePresident)atChemicals BusinessofUFlexlimited.
Tarunhasrisentoeverychallengeenthusiastically,which hascreatedopportunitiesforTheChemicalsBusinessof UFlextomakeitssupplychainfastanddependent.Hehas helpedthecompanystaytruetoitsrootsanddeliverworldclassexperiencetoallitsclients.
WeatInsightsSuccesscaughtupwithTaruntolearnabout hisjourneyandhowheisdrivingthegrowthofUflex.
Below are the highlights of the interview:
Briefouraudienceaboutyourjourneyasabusiness leaderuntilyourcurrentpositionatUFlexLimited. Whatchallengesyouhadtoovercometoreachwhere youaretoday?
Alawgraduate&post-graduationinmanagement,Istarted mycareerin2001asaManagementTrainee(MT)withone oftheprestigiouscompanies‘JubilantIngrevia’inSupply Chaindepartment.Asapartofmycareerprogressionplan, IgotanopportunitytoworkindifferentverticalsofSCM thatisPlanning,Logistics,Commercials,andPurchase. AfterspendingsevenyearswithJubilant,Itookan
assignmentinglobalmaterialsourcingwithRanbaxy Laboratories,India’sbiggestgenericdrugcompanyofthe country.Mynextassignmentwaswithafortune500US MNCAveryDennisonasHeadPurchaseoftheirIndia& SouthAfricabusiness.Later,Igotanopportunitytowork fortheregionalpurchasingteam(Asia)ofAveryDennison asSenior.CategoryManager,whichreallyhelpedmeto improveoncreativity,driveinnovation,localmarket knowledgeetc.Thereafter,IjoinedanotherFortune500 companyValvolineCumminsasPurchasingLeaderfor Indiaoperation.
IthasbeenanexcitingjourneysofarwhereIwitnessed globalrecessionduring2008-09,highlyvolatilecrudeoil pricing,supplyuncertaintyduetogeopoliticalissues, COVID-19&issuesrelatedtoit(availabilityofshipping space,portcongestions,difficultdemandforecasting,large
numberofplantforcemajeureworldwide, materialscarcitydueto‘dual-control’policy implementationbyChina).Everychallengehas createdanopportunityfortheorganization& helpedustostrengthenoursupplychainrobust &reliable.
Tellussomethingmoreaboutyourcompany anditsmissionandvision.
UFlexisIndia'slargestflexiblepackaging companyandagloballeaderinpolymer scienceswithaturnoverofoverUS$1.75 billion.UFlexChemicalbusiness,itsinksand adhesivesarmfocussesonintroducingecofriendly,sustainable,foodsafecompliantInks, adhesives&Coatingsandbiodegradable packagingsolutionswhichareeco-friendlywith lowercarbonfootprint.
TheChemicalsBusinessofUFlexmanufactures thefinestqualityprintinginks,laminating adhesivesforflexiblepackaging,specialtyinks andcoatingsforflexiblepackaging,folding& monocartonsandlabelsindustry.Asaprinting inkmanufacturingcompany,UFlexChemicals hastakenasizablepresenceinthePolyester Polyolbusiness,whichisprimarilyusedfor footwear,flexibleandrigidfoamIndustry
Vision & Mission of the organizationVision-“Bealeadingcompanyandpreferred supplierforprovidinginnovativeand sustainableflexiblepackagingsolutionsto customersacrosstheworldthusmaximizing valueforallourstakeholders"
Mission-"Tomeetcustomers’dynamic packagingneedsbyprovidinginnovative, productive,cost-effective,andresponsibleecofriendlypackagingsolutionsthatmeets customersbrandsgoals,improvesconsumers dailylivesandmakestheplanetplastic-waste free.
Enlightenusonhowyouhavemadean impactintheLogistics&SupplyChainniche throughyourexpertiseinthemarket?
Iamfortunatetogetopportunitiesforworkingwith manufacturingorganizationsoperatinginBusinessto Business(BtoB)&BusinesstoConsumer(BtoC) segments.Boththesegmentshaveitsuniquerequirements &challengeslikecustomerretention,buildingtrust, demandvolatility,skillshortage&digitalizationinBtoB. Whereas,BtoChaslarge&complexsupplychain network,highnumberofcustomers,customerrelationship management
Inthecurrentuncertainscenario,weidentifiedriskforall thefunctionsofthesupplychain(PPC,Purchase& Logistic),evaluatetheexistingcontrolsinplace& additionalplanstomitigatetheserisks.Periodicreviews alongwithteamreallyhelpedtobesuccessfulduringthis challengingperiod.
Apartfromtheaboveprocesses,automationoftheexisting process,havingacloseeyeonmarketdynamics,clear communicationtoteamandinternal/externalstakeholders andtheabilitytogetthebestfromtheteammembersisa differentiator
What,accordingtoyou,couldbethenextbigchangein theSupplyChainindustry?Howisyourcompany preparingtobeapartofthatchange?
Inthecurrentmodernera,thesupplychaincontinuesto evolverapidly,keepingpacewiththebreakneck technologicaladvancements.Itcanbedifficultforsupply chain&businessleaderstostayontopofthesechanges. It’scrucialtodosoifwewanttomaintaintheintegrityof oursupplychainandseebusinesssucceed.Ratherthan treadingontheheelsofchange,yourorganizationshould trytogetaheadofthetrendsthatareshapingthefutureof supplychainmanagement.
Ithinktherewillbemorefocusonsupplychain sustainability,Riskmanagement(360-degreeapproach)and supplychainagility&resilience.Toaddressthesechanges, wehaveworkedonimprovedvisibilitywithinsupplychain sothatappropriateactionscanbetakenintime.Also,we havecertifiedRiskManagementSystem(ISO31000:2018) inplacetodealwithuncertainties.Foragility&resilience, wearecontinuouslyworkingonfollowing:
• Strengtheningsupplychainplanningfunctionto forecastsupplyanddemandbetter
• AlternativeSourcingStrategies
• Improvesupplychainvisibilityand
• Digitalizationofprocesses
Wheredoyouenvisionyourselftobeinthelongrun andwhatareyourfuturegoalsforUflexChemical division?
Ihopetoadvanceinmyroleasmuchaspossible.Ilovethis industryandthinkitistherightchoiceformelongterm.I wanttocontinueworkinginacollaborativeenvironment whereeveryemployeecanthrive.Iseemyideasmakinga biggerpositiveimpactonthecompany,andIwillusemy communicationandleadershipskillstomakethishappen.
FollowingareourprioritiesforUflexchemicals:
• Customer-centricsupplychain-improvementof customerexperience.Buildsupplychainsthatput customerfirst.
• EthicalSupplyChain-itincorporatesemployees'rights andenvironmentalconcerns,withsustainabilityatop priorityacrossthesupplychain&reductionof dangerousemission,wasteofrawmaterials.
• Therighttechnology-selectionofrighttechnologyas whatgotyouherewon’tgetyouthere.
• Aworkforceforthefuture-Rapidworkforcehiring andreskillingwillbecriticalorganizationalsuccess factors.
• Data-drivendecisions-Approachdecision-makingasa businessdisciplineenabledwithanalyticstechnology
• Microsupplychains-Getclosertoourcustomerswith decentralized,agile'minioperatingmodels',with flexiblesuppliercontractsandrelationships,and manufacturingclosertothepointofpurchase.
Whatwouldbeyouradvicetobuddingentrepreneurs whoaspiretoventureintotheSupplyChainsector?
Alwaysputcustomerfirst,createvalue&learntoknow whentostepdown.
