In an interview with Logistics and Transformation Review, Mr. Johnny Ivanyi, Global Head of Logistics and COE at Bayer Crop Science, discusses the challenges and emerging trends in the world of logistics and shares his insights into effectively navigating them.
Ivanyi is a supply chain management professional at Bayer Crop Science with over 22 years of international experience across the entire supply chain. He has led operational excellence and strategic initiatives at global organizations like General Motors, Monsanto and Bayer. With expertise in logistics, procurement and digital transformation, he drives global operations, strategic sourcing and team leadership. Leveraging TMS, WMS, RPA, AI and analytics, he optimizes supply chains and enhances efficiency.
The Career Trajectory
As a Global Head of Logistics, my primary role is to enhance customer experience while optimizing logistics cost and performance. The work revolves around spearheading digital transformation, fostering continuous improvement and leveraging analytics to measure success — the three pillars of success. Beyond processes and systems, true transformation lies in guiding people through change, ensuring they embrace new technologies and ways of working. Successful supply chain evolution is more than just optimization; it includes empowering teams to adapt, grow, and drive lasting impact.
My career began in the oil and gas industry with Shell before transitioning to General motors. There I gained extensive experience across procurement, planning, logistics and manufacturing. This journey later led me to the agriculture industry where I joined Monsanto and finally Bayer, the parent company.
Key Shifts in the Industry and Evolution of Third-Party Logistics
In the past two decades, the industry has witnessed two major shifts. Firstly, there has been an increasing focus on visibility driven by digital tools such as AI and machine learning. As a result, the industry switched from a reactive approach to a proactive one. Secondly, logistics shifted from backstage functions to a core strategic component for business operations to enhance customer experience.
As the industry is continuously evolving, the choice between in-house logistics and outsourcing depends on an organization’s strategy, its long-term vision, and the specific logistics needs at any given time. Here, collaboration is key as logistics providers and businesses must grow together to achieve shared goals. Success in outsourcing logistics depends on fostering long-term partnerships rather than short-term contracts.
A major trend in 3PL partnerships is the shift toward tailored solutions rather than generic services. Companies are increasingly seeking microservices that cater to their distinct logistics needs. Transparency and collaboration between logistics providers and businesses ensure smooth operations and better customer experiences.
Optimizing Last-Mile Logistics: Balancing Efficiency and Regional Agility
Last-mile logistics is a critical factor in supply chain efficiency, and Bayer Crop Science has prioritized enhancing this aspect over the past five years. There are three key strategies implemented here: integrated digital platforms, stronger 3PL partnerships and improved transparency and visibility.
We focus on connecting logistics, customer service and planning platforms to create a seamless last-mile experience. The second step is engaging logistics partners to align with the company’s go-to-market strategy to address bottlenecks and optimize delivery operations. By leveraging technology to provide real-time updates, we ensure customers are informed about their shipments, reducing uncertainty and enhancing trust.
“Transformation is a marathon, not a sprint. It's a 42-kilometer journey, which is challenging but necessary. Success begins with embracing the challenge and staying clear on the vision of where you want to go”
To achieve this, striking a balance between centralized and regional logistics operations is cardinal. Certain tasks must be centralized for efficiency, but flexibility at the regional level is equally important. The key is to understand regional needs and empower local teams to make agile decisions while maintaining global oversight. For instance, logistics operations in Asia may require different approaches than those in Europe. By fostering collaboration between global and regional teams, logistics strategy remains both structured and adaptable.
Pillars Behind the Success
The foundation of any successful logistics strategy is a welltrained, collaborative and goal-oriented team. There are three critical components of a well-rounded team. Employees must understand the company's vision and have the required technical skills. Simultaneously, it’s important to break down silos between logistics, customer service and manufacturing teams to ensure smooth operations. Finally, while long-term strategic vision is essential, setting short-term, achievable goals keeps teams focused and agile.
Leading Along the Curve
Several key trends are shaping the future of logistics. AI-driven tools can potentially transform warehousing, transportation and planning, enabling smarter decision-making.
The increasing shift towards visibility necessitates integrated command centers that consolidate logistics data into a single platform for better end-to-end visibility. Logistics Embracing digital transformation is important for logistics teams to enhance customer experience and drive efficiency.
Having a clear, well-defined vision is extremely important. Leaders must know where their organization currently stands and where they want to be in the future. Resistance to digital advancements hinders progress; technology must be embedded into logistics operations. Transformation in processes and systems alone is not enough. It must be coupled with guiding people through the change and fostering a high-performance culture.
