Elevating Supply Chain Excellence

Looking back on my career trajectory, I can see a series of pivotal experiences that prepared me for my current role at Eastman. My journey began as a sales trainee, which may seem like an unlikely starting point for someone focused on supply chain, but it was an invaluable experience. During those early days, I spent three months working as a customer service representative, which remains the only role I've held directly in supply chain. However, that brief exposure was enough to spark an understanding of the intricate link between customer needs and supply chain operations.

My time in sales, which spanned nearly eight years, covering a range of companies from large corporations to small businesses, and even distributors, was instrumental in shaping my perspective. This experience offered me a firsthand view of how crucial the supply chain is from the customer’s point of view. It wasn't just about getting products from point A to point B; it was about delivering value, meeting expectations, and ensuring satisfaction. Moving into marketing and product management roles further deepened my understanding. These roles taught me the importance of meticulous planning, seamless execution, and aligning our offerings to what was achievable and cost-effective, all while keeping the customer at the forefront. These early career experiences laid a solid foundation that continues to guide me in running a sound business model and driving profitable growth.

Overcoming Challenges in Supply Chain Leadership

One of the biggest challenges I've faced in guiding my team to deliver high-quality supply chain operations is combating complacency. Often, teams measure their success against past performances, believing they are excelling without considering the broader industry context. This inward focus can create a false sense of security, making it difficult to convince team members of the need for change and improvement. To overcome this, I’ve found that bringing data to the table and making a compelling case for change is essential. When you couple this with a clear vision and a well-defined pathway to success, team members can shift from skepticism to willingness to embrace new strategies.

Another significant challenge arises from our natural inclination to hope that problems will resolve themselves without proactively developing alternative solutions or contingency plans. This approach is risky because by the time the severity of an issue is recognized, it may be too late to implement the best possible solution. The supply chain crisis was a prime example of this, highlighting the necessity of creating our own pathways to success. 

We had to forge new relationships, explore alternative approaches, and cultivate a determination to solve challenges proactively rather than succumbing to market realities.

Strategic Initiatives for Supply Chain Transformation

One instance where forward-leaning strategic thinking led to a significant positive outcome for Eastman’s supply chain operations occurred about three years ago. At that time, we were still relying on spreadsheets for integrated planning, and our supply chain teams operated somewhat disconnected from the rest of the business and manufacturing. Recognizing the inefficiency and potential for misalignment, we overhauled our operating model. We integrated our supply chain planning and management teams into the core of the business, creating a standardized approach to Integrated Business Planning (IBP). This included establishing regular routines for Sales & Operating Planning (S&OP) and integrated tactical planning. We supported these changes with a digital platform that eliminated manual work, enabling AI-driven solvers and advanced scenario analysis. These changes have embedded our supply chain planning and management into the business’s heartbeat, ensuring that our teams understand both the strategy and the critical elements of execution. As a result, we’ve seen significant improvements in working capital and a notable uptick in customer service performance.

"We focus on developing and growing our talent while using Lean principles and technology to enhance the value of our work and automate transactional tasks"

Building End-to-End Supply Chain Resilience

Building end-to-end supply chain resilience requires several key components. First and foremost, it’s crucial for every team member to understand that they are part of a holistic supply chain, not just a function or sub-function. Elevating their perspective to see how their work contributes to the broader business outcomes fosters a greater sense of purpose and connectivity. We also implement standard principles and practices consistently across all teams, such as category management, strategy development, supplier excellence, performance management, data-driven decision-making, and leveraging a balanced scorecard. Sustainability is another critical element, as we must ensure success today and in the future. Aligning our efforts with the enterprise’s goals, understanding our customers’ needs, and leveraging supplier relationships are vital. Operational excellence is the final piece of the puzzle. We focus on developing and growing our talent while using Lean principles and technology to enhance the value of our work and automate transactional tasks. These components, in combination, build a strong, resilient supply chain that can adapt to any situation, mitigate risks, and ensure business continuity.

Leadership Principles for Driving Transformational Change

In terms of leadership principles, I’ve found that being transparent about the “why” behind changes is crucial. When teams understand the rationale for change, they are more likely to buy in and commit to the process. It’s also important to be consistent and persistent in seeing changes through to the end, ensuring that the new practices are sustained for the long haul. Recognizing and rewarding the hard work of the teams that drive these changes is equally important.

My advice to other leaders in the supply chain field is to recognize the growing importance of supply chain management in today’s fast-paced, uncertain global environment. Robust, agile, and talented supply chain capabilities are essential to a company’s success. This field demands individuals with strong critical thinking skills and a relentless drive for continuous improvement. In this ever-evolving landscape, it’s those who can adapt, innovate, and lead with foresight who will make the most significant impact.