Some people view the constant evolution of supply chains as disruption, others see it as “reinvention.” And the more global the supply ecosystem is, the more invention – or innovation – is possible.

Roberto Canevari is the Executive Vice President of Global Supply Chain with the Estée Lauder Companies. His prior experience includes rules at Unilever, Burberry, Carrefour, and Nestle. He is truly passionate about the supply chain profession, both for what it allows supply chains to achieve on behalf of the company and also for what it allows the company to achieve for society.

In this interview, Roberto speaks with hosts Greg White and Scott Luton about:

• The importance of simultaneously offering a great customer experience and being a good corporate citizen

• Investments in strategic distribution and the runway they create for the company to continue to grow and thrive

• The power of bringing together respect for individuals, uncompromising integrity, authenticity, corporate performance, and culture

Intro/Outro (00:03):

Welcome to supply chain. Now the voice of global supply chain supply chain now focuses on the best in the business for our worldwide audience, the people, the technologies, the best practices, and today’s critical issues. The challenges and opportunities stay tuned to hear from those making global business happen right here on supply chain now.

Scott Luton (00:32):

Hey, good morning, Scott Luton and Greg White with you here on supply chain. Now, welcome to today’s show Greg, how you doing?

Greg White (00:39):

I’m doing great. I’m really looking forward to this.

Scott Luton (00:42):

I am too. So in today’s episode, we’re connecting with a global supply chain leader from one of the world’s leading brands, famous forts quality skincare, makeup, fragrant, uh, fragrance, try say that five times fast. Yeah. Right hair care products and Greg even more important, huge, uh, fans between Amanda and my mother-in-law Val Midkiff. I mean, uh, I’m gonna be, they asked me to get Roberto’s autograph, but we’ll save all that, uh, for a second here.

Greg White (01:11):

Uh, Hey, when a supply chain person gets to give out their autograph, you know, the world has changed. <laugh>

Scott Luton (01:16):

Right. That’s right. But you know, getting aside, Greg diving into the supply chains behind some of the big brands that we all know and love, these are some of our favorite episodes, right?

Greg White (01:27):

Yeah. I love when we get to share with our, our listeners and our community, that the people that are getting it done every day, right. I mean, the people who are living all of the pain, that the rest of us sort of just observe as consumers, um, and all of the opportunities and all of the innovations that are coming from that. Um, and it’s it really, I think it really helps people, whatever their interest in supply chain is, whether it’s as a consumer or as a practitioner service provider, or just casual observer to get to hear from folks like this and, and understand a little bit more of the inner workings.

Scott Luton (02:03):

Agreed, agree well said. Well stated. Um, so gosh, thank you with no further ado. <laugh> I wanna welcome in Mr. Roberto Canevari executive vice president global supply chain with the Estee Lauder companies, Roberto, how you doing?

Roberto Canevari (02:17):

I’m doing super well. Thank you.

Scott Luton (02:19):

You bet. Hey, uh, that was no joke. Uh, as I shared, maybe pre-show, uh, Amanda was looking at the run a show for today. She’s like, wait a second. You’re interviewing someone from the Estee Lauder companies. She’s like, my mom has been a customer since the seventies. Uh, me and Brantley are big users of Clinique and some other things. It was like stars in her eyes, Roberto.

Roberto Canevari (02:41):

I love that. I actually, that that’s one of the best thing that I can hear people really attached to the brand. That’s that’s, that’s, that’s what makes the difference. That’s why we’re working for

Scott Luton (02:51):

That’s right.

Roberto Canevari (02:53):

Really doing. Yeah. That’s great.

Scott Luton (02:55):

Um, so, so that aside, and, and, and we’re gonna put the Estee Lauder companies aside for a second, cause I wanted to know you a little bit better, Greg and I love diving into the personal journeys that we’re all on. So let’s start with where you grew up or were again, and give us a couple anecdotes about your upbringing.

Roberto Canevari (03:12):

So I’ll, uh, I am very, very, very quickly I’m Italian. I was, uh, born in, in Africa though. I was born in, uh, at that time was Ethiopia now it’s <inaudible>, which is independent from Ethiopia with an Italian family. They, they were there, my grandparents went there and when I was still very young, I moved to back to Milano and I spent most of my, my life in, uh, in Milano where I got married. I have I’m, I’m married with two daughters. So I am a, if I have to introduce myself, I am I’m first a dead and a husband. And then I, I do something in supply chain, but after years in Milano in 2007, I think I left, uh, uh, I left Italy just following my career. And I spent, uh, a few years in Paris and went to London for many years and then less than a year in New York. So I’ve been, I’ve been lucky, I think in terms of places I’ve been to, I think I’ve been lucky.

Scott Luton (04:06):

Uh, Greg, I am so jealous of, as he took us through all those wonderful global cities. What, what’s your take there, Greg?

Greg White (04:13):

Well, I, I may have creeped on, on Roberto’s, uh, profile a little bit. He’s worked at Burberry Unilever, a number of really prominent brands. Um, and, and I think particularly appropriate to wind up at one of the most prominent brands in the world from a consumer standpoint as well, because he brings not only the experience, I’m just guessing this Roberta, but it seems like you do the experience of a prominent global brand and supply chain, which is frankly a rare combination, right. For somebody to have been in, in, on kind of all sides of the business as well.

Scott Luton (04:51):

Excellent point. Um, so I’ve got one more quick question about, uh, your, um, uh, journey prior to your current role. But before we do, I’ve just got to ask Roberto a as you walked us through, uh, you know, your international personal journey, man, food comes to mind and I, I mean, you’ve had good fortune, I bet to have, uh, culinary treats from across the world. What’s one food dish, regardless of all of your journeys, what’s one food dish that, that, uh, still lingers on your mind from time to time.

Roberto Canevari (05:23):

Oh, I have no doubt. I mean, as much I am passionate about food in general. I am passionate about Italian food as well, but the one, uh, uh, dish that I, that it’s close to, it’s my favorite also because it brings me back to Ethiopia or <inaudible> when I was there is, is I think is an AIAN food called Zini. And, uh, if you have never tried look for a <inaudible>, uh, uh, restaurant close to wherever you live and ask for Zini is absolutely, uh, out phenomenal formula brings me back to when I was there five years old, my mom, uh, so there’s probably some emotions together with the quality, but the quality is fantastic.

Scott Luton (06:07):

<laugh> there always it’s part of it. That’s

Greg White (06:09):

Right. Yeah. I mean, that’s part of it, right. Is that kind of bringing you back to your roots or whatever good, good feelings that you had. So I’m gonna have to look that up. Scott, you take it from here.

Scott Luton (06:19):

<laugh> okay. <laugh> so, uh, alright, so, Roberto, um, let’s talk, give us one role prior to your current role with Estee Lauder. What’s one role that really, uh, previously it really shaped your worldview role view?

Roberto Canevari (06:35):

Um, I, I think probably before this one was the one I had in Burberry, uh, and, uh, but I I’ve been there like seven years as the chief supply chain officer and, and well for all is a beautiful brand. I mean, like, but I like Unilever or Nestle, the old phenomenal company. I think I’ve been very lucky in my career, but the reason why I’m mentioning burly is because it was, um, um, coming at the end of an experience. Again, I think being lack in my career, I look, I, I was, uh, um, uh, uh, leading global operation global supply chains in the manufacturing environment, if you want, like Nestle or then in a retail environment, like a four and Burberry was the, the, the perfect combination of the two, because you are, you are a manufacturing company, but also you’re a retailer because you, you own most of your, your, uh, your retail business.

Roberto Canevari (07:27):

So the ability to combine the true end wind, uh, was, was, was a great experience, which is the same experience here in, in, in, in ode or similar. And, and then it was a very different, different industry. So a lot of people were saying, actually, when you, when you move from FMCG to fashion, how do we adapt this supply chain is very different. And, um, and I was lucky enough, I think to see the true end to end, I mean, being manufacturing and retained, but also different industries. And my learning experience has, has been twofold. I would say one is, uh, yes, it’s true. That is very different business. But the beauty of the job that we do, the beauty of supply chain is that, uh, you know, the, the basic rules are the same. It’s your ability to understand the business and then play with the instrument that makes the difference more than, oh, it’s very different is another thing. It’s the ability to play different songs, but the instruments are the same. And you need to just put the accent in few artists or in other artists that, that I think has been a phenomenal learning for me. And I was just lucky because it happened that I was called in different places like this. It’s not something that I, I, I wish I could say I had a, this in mind and it was the plan. It was just random, but I was, I think it’s been a great learning for these people. So

Scott Luton (08:49):

Undoubtedly and Greg, I think he captures it well, especially the beauty of supply chain. I, I, I think that’s, uh, that last two minute segment from Roberto, I think that’s gonna resonate with a lot of folks, right?

Greg White (08:59):

I think thinking of it as, as the same instruments playing in a different song is the perfect way to think about it because, you know, I’ve done a few thousand supply chain technology implementations, and, and what I’ve realized over that time is every single company is different in exactly the same way. That’s just a fun way. We used to say it, but essentially you have the same tools, right? You have the same instruments to accomplish different things. And I think when you look at it from that perspective, you realize that it’s all music, you don’t have to completely restart your from scratch, right. You start with a few notes and, and, you know, and add a different melody or whatever, based on how your, your business, um, operates. And sometimes those differences between businesses are just legacy of how they were constructed to begin with. And that doesn’t mean that they can’t be reconstructed right. Or remastered. Um, <laugh> yeah. I’m trying to stay with that. <laugh>, you know, as, as times evolve, right. Um, there, there are a lot more similarities between completely different companies than there frankly are differences. Oh, I, and I think putting it in that perspective, that was really enlightening for me. That’s a, that’s a great analogy, Roberta. Yeah.

Scott Luton (10:19):

Did you want to Roberta you, were you gonna add a comic there?

Roberto Canevari (10:21):

Yeah. Maybe just starting, just, just a couple of reflection on this one. I, I, um, that is, I told, I think one of the reason why I’m super passionate about this profession, because you, you know, you can, um, it is like it’s, it’s neverending. You can reinvent, uh, this profession. And also also the, the, the, the world supply chain not always is, is gives justice to, to what we really do. Not, this is everything but a chain. And, uh, and we’re not sequential, not when I think of chain, I think sequential, this is, this is really an ecosystem, a network or something. And that the beauty of the analogy of the instrument is, uh, we need, and I think this is a greater evolution of our profession in, in most recent years is, uh, how the, the level of visibility that we have reached on global change or global network, let me say, or global ecosystem.

Roberto Canevari (11:11):

So where you have your supplier and the supplier of the supplier or your channels, and you have multiple channels playing at the same time. How do you synchronize all that? That’s the synchronization is a big word that we’re using now in, in, um, in, in just other companies is how do you synchronize all that? How do you play, uh, the music of this network is really the essence of supply chain. And again, it’s, it’s, it, it is certainly not a technical role. It’s absolutely a, a business strong business role. And again, the, the rules are the same, but then the, the music that comes out is very different because you need to ask and what is needed in aro can be very different. What is needed in, in Unilever or in, in, uh, in, in a fashion house like burglary, but it, it’s your ability to adapt more than changing the instruments I think is, is what makes profession, I think special

Scott Luton (12:06):

Well said. There’s a lot of art now. I’m seeing lots of art now in global supply chain. It’s a beautiful thing. Okay. So Greg, where are we going next? Uh, with Mr. Kindbar here?

Greg White (12:15):

Well, so I have some history, believe it or not with Esay louder. So, um, I worked with a gentleman named Jerry Benjamin, who spent 12 years long before your time at Esay louder. And then he went as an example of exactly what you’re talking about. He went into a completely different industry at a company called Henry shine, which was veterinarian medical and dental supply. And, and he taught us every day, how similar those businesses were. So I, I’m curious, you know, over the years, and I know it’s been a relatively short tenure so far for you at Estee Lauder, but how have, would ask a louder, but how have you seen the, the industry evolve? Right. And, um, and tell us a little bit about how you’ve seen cuz you kind of got there right in the midst of everything, changing, how you’ve seen evolution of the consumer, their expectations desires, how they shop, all that sort of thing. I’m just curious, you know, what you’ve seen there?

Roberto Canevari (13:10):

Yeah. A few, few things, uh, maybe starting with the consumer, but then taking it, uh, wider to the, the industry in general. Um, two things, one, I mean, we are, we’re an innovation company. We, we constantly innovate. So I think the, the, the product innovation is a big thing and that, uh, it’s not only the consumer asking for more innovation, but also it’s, it’s our proposition. It’s like, it’s our value to continue to create new opportunities, new, uh, performances with the product. And, and that is, that is something that continues to evolve. And again, we are at the forefront of innovation in, in leading in our, in our industry. That’s one element. The other element, I think, is from a channel standpoint of few years ago, we were thinking channels. I don’t think there is any consumer anymore that is thinking channel and is, think I’m going down this channel, that channel the channel, how do we make it seemingless in the experience, uh, uh, in, uh, for consumers in, in, in a multi, in an only channel approach.

Roberto Canevari (14:11):

That’s the second thing that I think is, um, coming very clearly, not only in our, in, in our industries, I think in, in many, many, many industries. Uh, but the third one that I, I, I think’s very present is, uh, uh, uh, consumers more and more looking at not, you know, as a company that is making, uh, great products, but also a company that needs to be a great company that needs to be without, without, without with a, a, a great global citizen, if you want. And, and so asking the company, and I’m trying to understand what companies are doing to be global citizens and, and good global citizen. So the impact that you have and the positive impact that you have, I think this is, this is clearly, uh, uh, a trend that, that we’re seen more and more, which personally, I like a lot.

Roberto Canevari (15:02):

I think it’s just the right thing. And if I, if I can say, uh, um, it, it’s great to be in this moment in time where this trend is, is there so that the social impact of the company is going to be in ES loader cause ESDA is, uh, I think from this point of views, a special company mean it’s, it’s one year I’m still learning, but I I’m loving, uh, what I’m seeing because it’s, um, it’s a big company know it’s, it’s really, it’s A’s multibillion company, but at the same time, it’s still, uh, very, uh, driven by the value of the family, the value of the founder and by the value of the family that it’s, uh, that it’s, uh, that it’s still very, very present. And I think that is, uh, the, the, the, we say, well, beauty inspired value driven. And I think it represents at best the, the trend that you are saying consumer and, and society.

Roberto Canevari (16:00):

So beauty inspired, how do we continue to develop beauty solutions? Mm-hmm <affirmative>, but at the same time valued events, we just making sure that we do this by absolutely doing at best that we can, the right thing and the right, um, contribution to the place, to the communities we work with to the consumers, we impact to the employees. We are lucky to have C C, and this is really coming from the values at the, at the core of, uh, of our company. That’s great. I gave a full answer, but I, I, I really think is something special about this company?

Greg White (16:41):

Yeah, that’s a, that’s a great point of view because, you know, particularly in the beauty industry, that’s a challenge, right? I mean, with, you know, the history of animal testing and various and sundry other things, how products are sourced and the consumer, as you said, is far more far more aware of these things these days. But because, and this is this, all this makes me think of house of Gucci, right? The movie, because the family is involved and has evolved the company into a big global enterprise. You can see how, if you’ve ever seen that movie by the way, and if you haven’t watch it, it’s good. You can see how difficult that transition is and that the, the family and the founders were able to do that is a huge accomplishment. Right. And it does go back to the core values of doing good, doing well by doing good, right. Rather than just protecting or projecting the brand, which you could see as a clear goal. In at least in the movie, of course there was some artistic license there. I’m sure. But

Roberto Canevari (17:40):

Building on that, I have seen the movie and it’s a great movie, but I know I, I, uh, uh, I just building on what you’re saying, the, uh, you know, you know, companies are trying to do the, trying to do the right things, and there are moment in which you, you do great and moment in which you have a challenge it’s, it’s normal. But what I, what I really like is coming from this value, driven from the family value driven is, uh, you know, it’s, it’s a deep re because then, then it, those behaviors are, are, are triggering all the rest. I think. And I, I am a strong believer on daily behaviors. Now we can have big declaration of intent, big step, what you do daily that makes the difference and the level of, uh, respect for the individual, the level of, uh, uh, uh, how can I say, um, uncompromising integrity, the level of authenticity and performance and the culture together. You can see it every day. And I think that is, that is the, what makes it special because it’s coming, it’s still the, the, the, the, the legacy that we have in multi billion contact. So I, I think it’s a special combination personally. That’s my opinion.

Greg White (18:50):

Well, it, it feels like it would be a really motivating environment to be in. Obviously you, you enjoy it clearly. <laugh> um, so I, I, a little bit of passion, Greg, you’re picking up on that too. Yeah, yeah, yeah. No doubt. Well, I mean, look, you know, greatness when you see it, right. And clearly you’re seeing it. And I, I think that’s rewarding in a lot of ways, obviously, you know, rewarding because you get to carry on that vision and clearly it aligns with your own, but also because when you hit on something like that, you just feel it and it feels better to do your job every day, right?

Roberto Canevari (19:26):

Yes, exactly. Right.

Greg White (19:28):

So tell, so we, so that’s great. I’m glad we underpinned this with the, the, the core values and the performance of, of S day louder. Also, by the way, I love the fact that you see the supply chain as a network, or, you know, or an ecosystem or whatever you want to call it. But, um, and, and it, that’s true. I think it’s funny because I’ve had been having these conversations, Roberto, and I’m sure you have too, about what should we call it? Should we call it supply chain? And I keep telling people, you know, we really just settled on supply chain just a few years ago. Yeah. Right before that it was transportation and logistics and purchasing and procurement, and, and there was no sort of overarching theme. So while I think all of those as themes are a great thing, it, it seems like a bit of a challenge at least right now to change the name of the practice though.

Greg White (20:22):

I’m sure there are a lot of people I know I talk to ’em every day and I don’t disagree with them that, that it PR there’s probably a better all encompassing name for, for what we do every day. Uh, but I really, really appreciate that you project that perspective as well. Cuz we do need to think about as non-linear right. As I, I think an ecosystem is probably as good as it is. So on that front, tell us a little bit about, um, Estee louder and the, and the ecosystem or supply chain, um, you know, you know, kind of how, how it works or, you know, the footprint of it, or, you know, some of the challenges or opportunities that you guys are seeing in yours.

Roberto Canevari (21:02):

Yeah, well, um, we have, um, uh, we have a, we’re a global company, so we have a global footprint we’re present in, in most countries around the world. We are present as a supply chain. Of course also in most countries around the world, we are, uh, um, we really, we look at the old end from a supply chain standpoint. <inaudible> because I work very closely and actually I think it’s a great, great value in, in, uh, in this company. Uh, there is a, there is an R and D and innovation, uh, uh, function. And then there is a supply chain functions, but together we call our self actually to the point of network of ecosystem. Uh, we used to say value value chain. Now we we’re saying, we want to call our self value network say is a network is an internal terminology, but more saying we’re actually very connected and we’re building together.

Roberto Canevari (21:56):

So I, I work very closely starting with the R and D team and, and the R and D team knows what is happening downstream. So we are very interconnected. So we, we start really very upstream and then is, is the end to end supply chain. So from, I mean, is the source plan make and deliver 100%, but in the source is really very connected to, uh, R and D and innovation because we, the way we innovate, develop industrialize and launch is, is, is, is very, very, uh, interconnected. And we’re very interdependent. And of course, most of, most of the decision that you take upstream then will influence supply chain, uh, for, for years to come. So that is, that is, there is something we do, we do very strong loop. And at the same time, we’re, we’re, uh, like with all, all our, um, let’s say supply chain steps, we go into the, the go to market organization.

Roberto Canevari (22:50):

And again, we have multiple channels we’re dealing with and we’re trying to manage them as only channel as possible. So it’s a very nice, uh, footprint because it’s global it’s multi categories because we are, we’re basically big categories like hair care, like fragrance, like makeup and skincare. So those are big categories and many, many subcategories more than in 25, uh, uh, global luxury brands. So is, uh, is brands and categories in, in multiple countries with a, with a global footprint. And it’s through a global footprint. We really look at it from a global standpoint. We are trying to, um, be also regionalized as, as much as possible so that we are closer to, uh, we make where we stay basically. And we source where we make, and that’s what we’re trying to push, but always with a global network in mind. So we’re not, yes, it’s vigilant, but it’s a global and we all try to optimize the global network. And ization is one of the element of that, but almost with a, with a global, um, uh, interconnected point of view. So it’s end to end. It’s a beautiful job. I think I’m lucky as I said, because it’s, it’s really end to end. It’s a beautiful, uh, company to join if you like supply chain, because it’s, the scope is the most extended you can think of. And also it’s going very, very much upstream and very much downstream for the, on the right.

Scott Luton (24:14):

So let’s talk about, um, one of the newest additions to your global supply chain footprint, new innovative, uh, distribution center in Galin, Switzerland. Uh, two quick questions there first off. Um, why did you I’ll choose that collection, that location rather, and secondly, how does this new DC roll into the path forward for the EST St. Lauder companies?

Roberto Canevari (24:39):

Yeah, no, that, that, that’s a, that’s a, um, a very important new site, uh, overall for our supply chain and specifically, uh, for our travel retail business travel retail is, is one of the channel that I was mentioning before. It’s a channel we have, uh, uh, um, we, we believe will continue to evolve and be a very, very strong growth opportunity. Uh, and that’s why Gagan and Gagan, and basically doubling our capacity. We are, we’re having our, uh, um, sites already in Switzerland. So this will be the fourth one. And this is, uh, uh, will basically double the, capacity’s a big investment in technology. It’s a big investment in sustainability, making sure that we do it in the most sustainable way is a big investment in, uh, I mean, state state of the art technology to cope with the demand that we project will be very, very, the growth will be there. That’s why we are doubling the capacity so that we can have capacity overall, but also a lot of flexibility. Cause I mean, what we’re seeing in this world in those days is kinda a little bit of volatility.

Greg White (25:50):

I hadn’t noticed that

Scott Luton (25:52):

You,

Greg White (25:53):

Yeah, no, that’s, that’s good. I’m gonna, I’m gonna check on that and see if anyone else has experienced

Roberto Canevari (25:58):

<laugh> <laugh> so I think it’s important to have this, this, um,

Greg White (26:02):

Yeah, no question

Roberto Canevari (26:04):

Capacity to make sure that we are, you know, following the growth properly, we stay a little bit ahead of the game instead of running after the game, if we want, and that’s the logic of gin, uh, the, the, the, the, the, the level we have invested in technology, we wanted to have a state of the art technology for, I mean, of course, for efficiency, for quality, uh, but at the same time it’s. And, and so this is a great opportunity for the global fulfillment, not only for, for the travel retail, this is dedicated to travel retail, but I mean, this, the learning of what we are doing there will be then of course, immediately, uh, um, um, uh, shared with, with our other channel fulfillment network, but here, as much as technology we’ve invested in at the end of the day, even there, that the, the difference is done by people. I am a strong believer. Maybe we can talk later, but I’m a strong believer that whatever the technology that the competitive advantage is done with team and people, and even there, I mean, we have developed something, which I, again, I think is state of the art, but is the way we manage and the way we manage this site within the ecosystem of travel retail that is making the difference more than the technology itself, which is great.

Scott Luton (27:19):

Yeah. Yep. Greg, uh, you know, uh, we are talking about how there’s a lot of Kindra spirits here. Pre-show and then the more Roberto talks, the more man we may be related, we may be second cousins. I don’t know. Cause we love the focus on the people side of digital transformation and the people side of, of technological advancement. Um, you know, I mean, if we, if we don’t, if we talk about anything that is a recurring theme here grid, right?

Greg White (27:45):

Yeah. And I think also, um, you know, we just talked to Tony Jackson at Lexmark, another outstanding practitioner and leader, and Roberto, if you don’t know her, let us connect you with her because you two are also kindred spirits because the other thing that she talked about was product development and, and, you know, sort of verticalizing the supply chain to make sure that the product is built in the way that facilitates great supply chain supply chain facilitates the way the product has to be made, that sourcing is done to meet the core values of the company, all of those things. And I think seeing hearing that as a theme to interviews in a row is really, really encouraging because more and more companies need to think of their own, even whether it’s inside or outside their four walls, their own vertical supply chain as a network like that. And that one can feed the other right. It’s a symbiotic relationship.

Scott Luton (28:42):

Yeah. We’ll see.

Roberto Canevari (28:43):

Absolutely.

Scott Luton (28:45):

One last thing. I, I wanna talk about some of y’all’s, uh, supply chain priorities, moving ahead. Um, but you know, one last thing here, Roberto strikes me, you know, another comment element from our chat Greg with Tanya was the importance of outcomes, right? Deeds, not words we say around here. Right. Um, because it, it really, it, it plays on the, so what factor, you know, you can have the perfectly written mission statement and policy, right. This and another, but at the end of the day, if it doesn’t benefit your people in a meaningful way, and it doesn’t also, uh, create enjoyment and engagement in what they do day in and day out who cares. And that’s some of what I’m picking up with Roberto when it comes to, um, you know, the power power of the people and, and, and why they’re doing some of things at, at EST St. LA company, quick comment on that. And then I’ll move into supply chain priorities, Roberto.

Roberto Canevari (29:37):

Um, look, I, I, I, I, that you said it, you said it exactly, exactly right. I think, uh, the, one of the passion that I, one of the reason why I am so passionate about this, uh, this, uh, this profession is that it’s, it’s, it’s really about people and we might talk later, but it, it it’s really, um, uh, and it’s, it’s it’s to me, supply chain is, is like an example where you have that diversity is there by definition, because we touch so many different areas that it is, it is, it is very, it’s difficult to run a supply chain if you really are not very strongly, um, ING support in diversity and inclusion, because it, it is diverse per se. So if by it’s nature, you do not system. And if you don’t include the ecosystem in with very diverse experiences and very diverse profiles in the same network team, you’re not really managing supply chain.

Roberto Canevari (30:42):

And that’s, that’s why it’s, it’s, it’s about people. So I really believe that the, the team dynamics that you’re able to create in supply chain are the biggest competitive advantage, bigger than any techno, I mean, tech it’s so important, don’t get me wrong. It’s actually fundamental. But I think all those things are, uh, incredibly relevant, but can be somehow COPI, a very different leadership style with a very strong people oriented culture with, uh, the very interconnected team dynamics that are actually multiplying the power of the team instead of, you know, but it requires a lot of energy, a lot of commitment, a lot of the sense of purpose aligned with what you’re really doing a lot of, uh, energy every day. And how do you build your energy every day? So on top of technologies and capabilities, commitment, energy, real cos are phenomenal ingredients of supply chain.

Roberto Canevari (31:46):

And if you have those, I think you really go to the next level a lot. They become more of a competitive advantage than others, because they’re a lot more difficult to copy. It takes an effort. It’s easy to say what I’m saying, and it’s a, it’s a 10 minute podcast I say and look nice, but to do it every day and really in an authentic way, because if you’re not authentic, people will see. I mean, it takes a month instead of a week. I don’t know, but it, it, it’s not longer. And I think that’s the beauty of when you have really people at the center in here, we talk, we saying, in, in, in, in this phenomenal company, we talk about people planet and, uh, and performances, and they all need to be there. But I, I think it’s, if you don’t start with people, it’s very difficult that you go and the rest, and then it, then it comes to real impact that you want to have to people and to plan it. And the sustainability journey, there is a lot that we’re, we’re doing in this company and then it’s performance, and you don’t have performance. You cannot sustain the other two. Right. It’s somehow connected, but it’s, it’s, it’s the, it’s the people that’s that, that you start with, I think.

Scott Luton (32:51):

Amen. Uh, Roberto well said, Greg, I know you’re dined at a quick comment based on what you heard there before we talk, uh, supply chain priorities, anything to add there, Greg,

Greg White (33:01):

I just think, I mean, if there’s anything anyone has heard throughout this entire show, it’s authenticity, right? I mean, this is, this is who Roberto is and obviously is a projection of, of the values of the company of as stay L itself. So I think, you know, the thing that really hit home was people can tell if you’re whatever faking it, whatever it’s clear that he’s not right. Right. And it’s also clear, and, and it’s also clear that the company, um, instills those values readily into their people. Right.

Scott Luton (33:35):

That’s right. So, Hey, Val, Amanda Brantley, if you’re listening, Hey, you’re gonna love Este Lader even more after you hear from its leaders. So, uh, uh, and that is my mother-in-law my wife and my, uh, oldest daughter who are big fans be touch on the front end. Okay. So, uh, keep talking supply chain, the, the beauty of supply chain. We’re just gonna steal that phrase from Roberto. Um, when you think of 20, 23 and beyond Roberto, what’s gonna be some of the companies, uh, maybe new or continued supply chain prior.

Roberto Canevari (34:06):

Yeah, well, we have, uh, we have few things here that, that I can answer with. Uh, we have, uh, we say we have two values that are coming before priorities. So it’s even before we talk priorities for us, safety and quality are like, because priorities can change, then those will never change. They are so related to what we said about people and what we said about our brands and what we stand for in inspired by the so, uh, if we put side safe and quality, not because there’s not because they are so important that they come before priorities from a prior standpoint, one that I really want to mention, and it goes back to the first question, Greg, you asked about the consumer and, and, and the trends is, is on sustainability. And, and I think it’s, it’s a big journey and, and the journey towards, you know, social and environmental and, and, and the whole spectrum there is, is definitely, uh, uh, right front and center for us actually on, on, I think the opportunity to mention, um, uh, something here.

Roberto Canevari (35:08):

Um, there is, um, we just became a, a beginning of this year, founding member of a, a new organization, which is called zero 100 and the, the zero 100 stands for, uh, uh, zero impact, uh, thanks to 100% digital, which basically means how do we help companies, or how do we have the, the logic of this organization is how do we put together companies so that we can develop the thinking on reaching a zero impact, thanks to technology, thanks to digital, not only as a specific solution, but as a overall, let’s say way of doing things overall language overall opportunity. So the technology digital and I like the zero 100, because it’s extreme. So it’s not, it’s not about continuous improvement, so I’m doing something. How can I do it a bit better? I, I, I am a fan of continuous improvement. I, I love it.

Roberto Canevari (36:02):

But I think in this case, what I love even more is, uh, to go to zero 100 is disruptive thinking. So we need to do something disruptive here in thinking, how do we really get to that? So sustainability, and, and then, and one of the big move that we’ve done is, is, is many things, but including being a, a founding member of zero one under actually we, we were, uh, and we’re very synchronizing the company because together with our head of sustainability, uh, and our, uh, um, um, EDP for, uh, market, the enterprise marketing and, and the shift digital data officer, which is Jane L. So we went to one of this event to their event together to talk about how do we develop digital to look for how, how do we go for 100 to look for zero together as a company, not only in supply chain or in, uh, in one area or in another area?

Scott Luton (37:01):

Yep. Hey, Roberta, really quick. I think I saw as we were doing some homework for this conversation, our dear friend, uh, Sandra Quinlan with Monise is Andrew McQuillan with Manese, is, is part of that initiative. Have you met Sandra?

Roberto Canevari (37:13):

Absolutely. Sandra is part of the initiative and, uh, we have been Sandra and I, we, we go back many years and knowing each other and we, we actually, we, we both actually love this initiative. It’s I think for time you should ask her, but I’m pretty sure. I, I, I, I, I think I can say we, we both looked at this opportunity in, in the same way. That’s, that’s the beauty of the zero one understanding in the ambition of zero 100 and how we can put together leading companies to develop the thinking. And that’s, that’s that space. So Sunday is absolutely there as well.

Scott Luton (37:49):

Yes, Greg, uh, her last appearance was, was with us, was a bit of a masterclass. And I gotta say a Roberto’s appearance with us here today is kind of I’m feeling the same vibe. How about you, Greg?

Greg White (38:00):

Yeah, unquestionably. I mean, I mean, it’s just good. You can feel the momentum building. Uh, I feel it over the last maybe year or so of more and more of these visionaries supply chain leaders, just general leaders that happen to be in supply chain, taking over the reigns and starting to not, not just change their supply chain or change their sourcing, but to start to change or impact, um, their companies and how they view the world and how they operate and, and therefore change the world. So I, I think it’s, it’s a great thing to see and, you know, we’ve always known the power was there. Right. Mm-hmm <affirmative> um, so I, I think it’s, it’s good to see people that can harness that power and

Roberto Canevari (38:47):

Good

Greg White (38:48):

Result.

Roberto Canevari (38:49):

She’s an outstanding leader.

Scott Luton (38:51):

Agreed. Hey, we’re, we’re big fans. Uh, in fact, we’re co-chairs of the, uh, Atlanta, uh, Georgia Sandra Quillen fan club, uh, Roberto, uh, as Greg knows, so that’s right. <laugh> so

Greg White (39:04):

Every day I eat one Oreo in her honor.

Scott Luton (39:06):

<laugh> love it. Um, Roberto, we were talking priorities a second ago and, and I know that was one that, uh, the big collaboration, uh, 0 0 100, was that, what’s the name of the initiative, again,

Roberto Canevari (39:22):

Was zero. One is the name of the company that has, uh, that, that is developing, uh, is this new way of thinking this new organization? Yeah. Okay. So is definitely one, one big, big, big priority for us. But if I look at you overall supply chain and adding, uh, in couple of others, I think for us, you know, synchronization, I was mentioning before, uh, and, and synchronization the way we are trying to reach the best synchronization possible is to three things. One, we call it signal orchestration. So it’s, it’s the whole integrated business brand, if you want. I mean, the variability and the unpredictability and the volatility around that, it’s decently high. And, and we said, okay, yes, there is a lot that we cannot predict. And there is a lot that we cannot plan for, but there is also a lot more that we can plan for if we do the right thing.

Roberto Canevari (40:16):

And if we really create the right visibility with the right tool and the right integrations business with the business, uh, uh, and, and supply chain. So we’re working closely on that signal orchestration. The other part of it is responsiveness of supply chain. So how do we shorten our supply chain? Because whatever signal orchestrate will never be the, the unpredictability would still be there. So how do we create if you want speed and agility? So a responsiveness reacting faster and changing faster, and then a lot of, a lot of, um, uh, uh, uh, programs there to achieve this, but basically it’s short in the supply chain and underlining all of that. We, we call it sufficiency, which is basically, uh, uh, uh, the right capacity and the right capabilities be, is be the right capacity, like gal to sustain the growth, the right capabilities in terms of capabilities that I need to continue to develop and, and be leading, uh, or a leader in what we do, but also in terms of business continuity, how do I ensure that I have enough sufficient, should something happen in a place? How do I, uh, you know, have the right business continuity? So those are the three areas. Of course, there are many actions within those three areas. How do I orchestrate signal? How do I respond faster? And how do I ensure that in both cases I keep on having the right sufficiency is, is the three, three main buckets of actions. We, we have,

Scott Luton (41:48):

I love that, uh, uh, the image of a supply chain symphony, uh, comes to my mind, right. With, uh, the, the different sections from percussion to, uh, the, uh, uh, woodwinds. Was that right? I’m, I’m really drawing on music 1 0 1, Greg, uh, from way back <laugh>. Um, so woodwinds

Greg White (42:07):

Strings bras. Yeah.

Scott Luton (42:09):

And we’ve got quite a Myro here, but Greg, a as, as Roberto kind of painted that picture of priorities, moving forward, the three items, the underpinnings, the whole shebang, uh, your thoughts there.

Greg White (42:22):

Yeah. I mean, I think, um, we have to address the complexity of supply chain with a simple holistic view, right? And the more we think of the one thing that we do in supply chain, the more we can accomplish what so many of these leaders in Roberto parti, particularly today are, are trying to achieve. And that is we have one single singular job, and that is to deliver, right. It’s as simple as that, whoever your constituency is, whether that’s another business, whether it’s consumer, whether it’s internal, uh, constituencies, we have to deliver, we have to do so reliably. We have to do so with time within a time constraint, we have to do it within cost constraints, and we have to do it ethically is the that’s the fourth pillar that I would, I would add there. Um, and, uh, I think when we think about the job as simple and the tactics and the, uh, objectives as complex, then it gives us this perspective. And Roberto has projected that very clearly today. Right. Right.

Scott Luton (43:31):

Agreed. Uh, and along those along those lines, uh, that focus on sufficiency, right. Uh, focus on shortening supply chain, uh, you know, removing the, uh, needless, uh, complexity. Right. Cause to your point, Greg, keeping it simple, right. Gosh, who doesn’t like things, it doesn’t mean like was made on one of the shows earlier this week. Doesn’t mean it’s not tough and difficult and complex, but being intentional about keeping things as simple as possible of that Roberta, before we talk about Eureka moments as we’re coming down the stretch, uh, the final couple legs of our interview here, uh, man, I really, really appreciate, uh, the picture you’re painting of not just the supply chain organization at EST St. Lauder, but really, um, uh, the, the pulse of the enterprise, kind of the, you know, the values that drives the company, um, before we talk Eureka moments, your final thoughts on, you know, kind of, um, you know, the years to come the next couple years to come clearly, you’re excited.

Roberto Canevari (44:34):

Oh, I personally, I am, uh, I’m very excited because of, I mean, I’m, I’m lucky to, to have a great job in the profession that I love in a, I mean, a phenomenal, phenomenal company, as I repeat a few times. Uh, so personally I feel very lucky, but, uh, but I, I, I think that, uh, moving from personal to the, the profession, I think we, we can see that next two or three years, uh, um, in, in two ways I think, and I, my, my wife keeps on telling me that I am very optimistic way too optimistic, always. So just

Scott Luton (45:12):

Like we need that. I, I love that Roberta really. I, I, I love that we need a lot more of that in the world. I believe

Roberto Canevari (45:18):

There as a disclaimer, say, look, I, I, I tend to be, let’s say full more than, or maybe one fool then <laugh>, uh, anyhow, anyhow, that that said, I, I, you know, it is what it is. I mean, what is happening around us? It’s, I mean, this year has been unprecedented for me. I’ve been, I’ve been, I started my, my career in September. Um, so 30 years ago, 31 years ago. So it was, uh, it was 91. So I, I, I, I don’t think I’ve ever seen a year like this one in which, uh, EV most of the things that we’ve seen this year up, up in the past, not all of them, but most of them, but never, I have seen all of them at the same time. Right. And I don’t think it will change. I don’t think it will change. Maybe, maybe something will change.

Roberto Canevari (46:05):

Maybe it will get worse. Maybe then something will ease up. But I think this, uh, um, uh, very, uh, challenging situations around us will, will continue for a while. I don’t know how long, but certain it’s not a three months. It’s okay. Let’s stay over for three months. And then everything will be easy. That, that is not the case. So I’m looking at it more as a, as an opportunity to then say, okay, okay. So what is, what is the, what, what different music we need to play now because the instrument are there. I cannot influence, I cannot change what is happening around us. I, I just can’t, I can, I can try to play my role, but to a certain extent I can influence something. Others. I, I definitely cannot. What I can really control is what I can control and how do I adapt to death.

Roberto Canevari (46:50):

And if you want, it’s a very interesting challenge as well now, uh, would, I love to be in a moment in which some of those things would disappear and, and it will be, we will be in a much better world. Of course I would, but that’s some of those things. I mean, I cannot do anything about it. So the best that I can do is to help my team and try to be at the service of my team to play the best music possible, given the situation, because we will come out stronger. And so I’m seeing this more as a, okay, let’s look at the opportunity here more than the complaint, because this will stay. That’s why I was thinking signal orchestration is a big one to me. Cause I really think that it’s a lot more that we can do, and this will make us make us a lot stronger.

Roberto Canevari (47:33):

Whenever some of those things will, will ease up. Yes. Cause learning experience, you know, I, I like learning. I am, I’m curious. I like learning. It’s a learning experience. If we, as a supply chain, we’ve never been so visible. I think so there’s a good or bad thing in being visible, but we’ve never been so, uh, visible because it’s, uh, um, one friend of mine, uh, uh, uh, said, look, mark angle that has just left left. Uh, uh, Unilever said, supply chain is like air it’s like oxygen. Or when, when you have it, you don’t know you have it. And it’s, but you are enjoying life when you don’t have it. Or there is a problem then immediately realize the problem of, and I mean, there is, there is, um, uh, there is something in this analogy think. Yeah. And I think that’s, how do we continue to create oxygen for all of us or, uh, or breeding space for all of us in these new circumstances. This is also a nice challenge.

Scott Luton (48:25):

Yes. I love that one. We might have to steal that one, Greg. Um, alright. So as we went one final, two final questions for you. Uh, but, but one’s easy. Uh, this one here, you know, some of these days we we’ve referred a lot to the last couple years kind of this, this, this, um, all the challenges we’ve, we’ve been through as a global society. Uh, some days it seems like it just crept along. We’ve had a Eureka moment every minute. It feels. And other days, you know, we, we get a breath of fresh air to your earlier analogy. Um, what’s been one key Eureka moment, especially from a leadership standpoint, Roberto, in the last couple years.

Roberto Canevari (49:03):

Um, I, I don’t know if there’s been a moment, but a, a specific moment, but it’s been, let’s say the experience of dealing with people and going through some of those challenges, uh, challenges, uh, that I, I, I basically two things. One is, uh, uh, a stronger and stronger realization of, uh, uh, I think the second one, the nicest one. I think the one that I like the most for the second one, but the first one is important to me is, uh, uh, how important is not to have a big ego, because you can see some, sometimes how the ego stands in between, you know, a person and a solution. I don’t know how to mm-hmm, <affirmative> say, oh, a person and another person. So having a very low ego service oriented service to the people oriented approach, to me makes a huge difference in, uh, uh, in the way you inspire and the way you see people really, really, uh, willing to, to work together with you and you being part of something. And I think that to me is I, it’s not a, it’s not been a moment, but I, the more I see it, the more it becomes, uh, um, you know, stronger and stronger and, and, and it more and more visible. And, uh, and, and I, I like that. I, I, I, I really can relate to many examples and see how powerful you can be or the opposite, depending on, on how ego is playing at role or not

Scott Luton (50:38):

Completely agree.

Roberto Canevari (50:39):

And the second one, if I still have one minute is, uh, unfortunately this is not mine. I have heard from, uh, this, this from a, from a, a mentor that I had in the past. I, I owe him a lot. Cause I’ve learned from him a lot is his, his name is mark is another Italian friend now is, uh, well, it told me, look, there are, uh, there are, uh, when, whenever you are developing your career, you need to look at windows and mirrors and said, because mirrors are important, but you need, you need many more windows and only a few mirrors. And he said, mirrors are you see yourself and you see the past you see behind. So yeah, it’s good to make sure that you are in good order, but it’s about yourself. And it’s about behind windows are you’re looking at others and you’re looking in front, what is next?

Roberto Canevari (51:28):

So he was saying, just remember to balance mirrors and windows and make sure that you have a bit more windows than mirrors. And I, and I just love it because it, it is, it is, you know, it’s not about you, it’s about the others. It’s not about what happened. I mean, just take the learning, but just talk about what you can do, your opportunity, the what is in front, what you can build. And this is creating a very different energy with the teams. If you do that, that’s my experience. And I am trying to do the best that I can. I’m, I’m sure that I, I can do a million times better, but if you just keep it in mind, it’s working. So it’s not a moment, but it’s a series of learnings. Uh, and, and I, and just, just play with it every day and you see a big difference.

Scott Luton (52:13):

Yes. Uh, and, and I’ll tell you, it sounds like, uh, both of those, uh, learnings have been further validated and further validated here in the recent years. So, um, Greg, I love that we need more windows and mirrors, right?

Greg White (52:27):

It makes me think of gumball rally where the Italian race driver ripped the mirror off of his Ferrari and says the first rule of Italian race, car driving, what is behind you? She does not matter.

Scott Luton (52:39):

<laugh> I love it. All right. Check out. Gumball rally. I’ll tell you, learn something new every day. Um, alright, so, Roberto, um, I bet you get asked all the time, uh, the keynote and come out and speak to folks, uh, and you know, no matter how much you’re doing it, we need to do it a lot more because we need folks, uh, like you that, um, we need more visionary thinking and inspirational thinking in the craft that is supply chain management, uh, now more so now than ever before than, you know, it’s not gonna get any easier. It’s not gonna get any easier for sure. So Roberto, how can folks connect with you and the Estee LA companies,

Roberto Canevari (53:19):

Uh, look very easy. I mean, visit our site. I mean, Esther companies.com. That is everything there, the, all the connection there, our social media, and I’m very happy to have to con I mean, just, just connect me, LinkedIn, reach me out on linking. I, I, I, I, I try to be, to respond and be as, as present as I can. I just love the profession. So anything that I can do to continue to help develop, um, um, I think those are the three, three ways. I mean, our social media channels, our website and, and LinkedIn just reach out.

Scott Luton (53:54):

Wow. Thank you so much, Roberto, for joining us here today. Really? One of, one of my, um, Greg, one of my favorite recent conversations we’ve had here. Right? How about you?

Greg White (54:05):

Yeah, I mean, I think, you know, I think, um, the combination of culture of experience, the ability to, um, eliminate the ego of that experience and see this as a symphony where you bring your instrument, you join with the other instruments and you play the tune that’s necessary for, you know, for the company that you’re at, I think is it’s. It’s great. It’s just, this has been a really, really great analogy. I think a lot of people can take this, distill it down into whatever they’re passionate about and go, okay. And I, I can see a path forward by using some of the principles that Roberto has, has presented here.

Scott Luton (54:42):

That’s right. Completely agree. Okay. Uh, we’ve run out of time. Want to say big, thanks to Roberto Canari executive vice president global supply chain with the SD Lauder companies. Roberto, really you’re, you’re a breath of fresh air. Yeah. And really appreciate, uh, the time you spent with us here.

Roberto Canevari (54:58):

Thank you. Thanks to you, Scott and great. Thanks a lot for inviting me.

Scott Luton (55:02):

You bet. Thanks

Greg White (55:03):

For joining us, Roberto

Scott Luton (55:04):

Big, thanks to his colleagues, Bree and the whole gang for helping us facilitate, uh, big thanks to my colleague here, my partner crime, Greg white, for all of our listeners. And, and on that note, really, uh, there’s so many t-shirt isms, Greg. I got, uh, my 17 pages of notes, but the only, and, and I, I couldn’t, uh, I love your play on the symphony. Uh, a moment ago. All I can come up with is, Hey, rip the mirrors off, lean into those windows. Uh, do good gift forward. Be the change, be like Roberto Canari. And on that note, next time, right back here at supply chain now. Thanks everybody.

Intro/Outro (55:40):

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