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
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):
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):
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):
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):
Greg White (38:48):
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):
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.
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Roberto Canevari was named Executive Vice President, Global Supply Chain in July 2021. In this role, he oversees The Estée Lauder Companies’ Global Supply Chain operations, including end-to-end procurement, manufacturing, planning, quality assurance and logistics for the company’s diverse brand portfolio across all channels and geographies. Mr. Canevari is a dynamic and strategic leader who has led and transformed the supply chain organizations of several global, luxury and brand-led companies. Prior to joining The Estée Lauder Companies, he served as Executive Vice President of Supply Chain, Europe, at Unilever PLC where he oversaw end-to-end supply chain operations for the company’s European business. In addition to being a highly experienced and innovative expert in his field, Mr. Canevari has a deep passion for driving an organization’s culture and values. Connect with Roberto on LinkedIn.
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Demo Perez started his career in 1997 in the industry by chance when a relative asked him for help for two just weeks putting together an operation for FedEx Express at the Colon Free Zone, an area where he was never been but accepted the challenge. Worked in all roles possible from a truck driver to currier to a sales representative, helped the brand introduction, market share growth and recognition in the Colon Free Zone, at the end of 1999 had the chance to meet and have a chat with Fred Smith ( FedEx CEO), joined another company in 2018 who took over the FedEx operations as Operations and sales manager, in 2004 accepted the challenge from his company to leave the FedEx operations and business to take over the operation and business of DHL Express, his major competitor and rival so couldn’t say no, by changing completely its operation model in the Free Zone. In 2005 started his first entrepreneurial journey by quitting his job and joining two friends to start a Freight Forwarding company. After 8 months was recruited back by his company LSP with the General Manager role with the challenge of growing the company and make it fully capable warehousing 3PL. By 2009 joined CSCMP and WERC and started his journey of learning and growing his international network and high-level learning. In 2012 for the first time joined a local association ( the Panama Maritime Chamber) and worked in the country’s first Logistics Strategy plan, joined and lead other associations ending as president of the Panama Logistics Council in 2017. By finishing his professional mission at LSP with a company that was 8 times the size it was when accepted the role as GM with so many jobs generated and several young professionals coached, having great financial results, took the decision to move forward and start his own business from scratch by the end of 2019. with a friend and colleague co-founded IPL Group a company that started as a boutique 3PL and now is gearing up for the post-Covid era by moving to the big leagues.
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Director of Communications and Executive Producer
Donna Krache is a former CNN executive producer who has won several awards in journalism and communication, including three Peabodys. She has 30 years’ experience in broadcast and digital journalism. She led the first production team at CNN to convert its show to a digital platform. She has authored many articles for CNN and other media outlets. She taught digital journalism at Georgia State University and Arizona State University. Krache holds a bachelor’s degree in government from the College of William and Mary and a master’s degree in curriculum and instruction from the University of New Orleans. She is a serious sports fan who loves the Braves. She is president of the Dave Krache Foundation. Named in honor of her late husband, this non-profit pays fees for kids who want to play sports but whose parents are facing economic challenges.
Vicki has a long history of rising to challenges and keeping things up and running. First, she supported her family’s multi-million dollar business as controller for 12 years, beginning at the age of 17. Then, she worked as an office manager and controller for a wholesale food broker. But her biggest feat? Serving as the chief executive officer of her household, while her entrepreneur husband travelled the world extensively. She fed, nurtured, chaperoned, and chauffeured three daughters all while running a newsletter publishing business and remaining active in her community as a Stephen’s Minister, Sunday school teacher, school volunteer, licensed realtor and POA Board president (a title she holds to this day). A force to be reckoned with in the office, you might think twice before you meet Vicki on the tennis court! When she’s not keeping the books balanced at Supply Chain Now or playing tennis matches, you can find Vicki spending time with her husband Greg, her 4 fur babies, gardening, cleaning (yes, she loves to clean!) and learning new things.
Ben Harris is the Director of Supply Chain Ecosystem Expansion for the Metro Atlanta Chamber. Ben comes to the Metro Atlanta Chamber after serving as Senior Manager, Market Development for Manhattan Associates. There, Ben was responsible for developing Manhattan’s sales pipeline and overall Americas supply chain marketing strategy. Ben oversaw market positioning, messaging and campaign execution to build awareness and drive new pipeline growth. Prior to joining Manhattan, Ben spent four years with the Georgia Department of Economic Development’s Center of Innovation for Logistics where he played a key role in establishing the Center as a go-to industry resource for information, support, partnership building, and investment development. Additionally, he became a key SME for all logistics and supply chain-focused projects. Ben began his career at Page International, Inc. where he drove continuous improvement in complex global supply chain operations for a wide variety of businesses and Fortune 500 companies. An APICS Certified Supply Chain Professional (CSCP), Ben holds an Executive Master’s degree in Business Administration (EMBA) and bachelor’s degree in International Business (BBA) from the Terry College at the University of Georgia.
Host, The Freight Insider
Prior to joining TeamOne Logistics, Page Siplon served as the Executive Director of the Georgia Center of Innovation for Logistics, the State’s leading consulting resource for fueling logistics industry growth and global competitiveness. For over a decade, he directly assisted hundreds of companies to overcome challenges and capitalize on opportunities related to the movement of freight. During this time, Siplon was also appointed to concurrently serve the State of Georgia as Director of the larger Centers of Innovation Program, in which he provided executive leadership and vision for all six strategic industry-focused Centers. As a frequently requested keynote speaker, Siplon is called upon to address a range of audiences on unique aspects of technology, workforce, and logistics. This often includes topics of global and domestic logistics trends, supply chain visibility, collaboration, and strategic planning. He has also been quoted as an industry expert in publications such as Forbes, Journal of Commerce, Fortune, NPR, Wall Street Journal, Reuters, American Express, DC Velocity, Area Development Magazine, Site Selection Magazine, Inbound Logistics, Modern Material Handling, and is frequently a live special guest on SiriusXM’s Road Dog Radio Show. Siplon is an active industry participant, recognized by DC Velocity Magazine as a “2012 Logistics Rainmaker” which annually identifies the top-ten logistics professionals in the Nation; and named a “Pro to Know” by Supply & Demand Executive Magazine in 2014. Siplon was also selected by Georgia Trend Magazine as one of the “Top 100 Most Influential Georgians” for 2013, 2014, and 2015. He also serves various industry leadership roles at both the State and Federal level. Governor Nathan Deal nominated Siplon to represent Georgia on a National Supply Chain Competitiveness Advisory Committee, where he was appointed to a two-year term by the U.S. Secretary of Commerce and was then appointed to serve as its vice-chairman. At the State level, he was selected by then-Governor Sonny Perdue to serve as lead consultant on the Commission for New Georgia’s Freight and Logistics Task Force. In this effort, Siplon led a Private Sector Advisory Committee with invited executives from a range of private sector stakeholders including UPS, Coca-Cola, The Home Depot, Delta Airlines, Georgia Pacific, CSX, and Norfolk Southern. Siplon honorably served a combined 12 years in the United States Marine Corps and the United States Air Force. During this time, he led the integration of encryption techniques and deployed cryptographic devices for tactically secure voice and data platforms in critical ground-to-air communication systems. This service included support for all branches of the Department of Defense, multiple federal security agencies, and aiding NASA with multiple Space Shuttle launches. Originally from New York, Siplon received both a bachelor’s and master’s degree in electrical and computer engineering with a focus on digital signal processing from the Georgia Institute of Technology. He earned an associate’s degree in advanced electronic systems from the Air Force College and completed multiple military leadership academies in both the Marines and Air Force. Siplon currently lives in Cumming, Georgia (north of Atlanta), with his wife Jan, and two children Thomas (19) and Lily (15).
Host, Logistics with Purpose
Kristi Porter is VP of Sales and Marketing at Vector Global Logistics, a company that is changing the world through supply chain. In her role, she oversees all marketing efforts and supports the sales team in doing what they do best. In addition to this role, she is the Chief Do-Gooder at Signify, which assists nonprofits and social impact companies through copywriting and marketing strategy consulting. She has almost 20 years of professional experience, and loves every opportunity to help people do more good.
Host, Supply Chain Now en Espanol
Sofia Rivas Herrera is a Mexican Industrial Engineer from Tecnologico de Monterrey class 2019. Upon graduation, she earned a scholarship to study MIT’s Graduate Certificate in Logistics and Supply Chain Management and graduated as one of the Top 3 performers of her class in 2020. She also has a multicultural background due to her international academic experiences at Singapore Management University and Kühne Logistics University in Hamburg. Sofia self-identifies as a Supply Chain enthusiast & ambassador sharing her passion for the field in her daily life.
Sales and Marketing Coordinator
Katherine is a marketing professional and MBA candidate who strives to unite her love of people with a passion for positive experiences. Having a diverse background, which includes nonprofit work with digital marketing and start-ups, she serves as a leader who helps people live their most creative lives by cultivating community, order, collaboration, and respect. With equal parts creativity and analytics, she brings a unique skill set which fosters refining, problem solving, and connecting organizations with their true vision. In her free time, you can usually find her looking for her cup of coffee, playing with her puppy Charlie, and dreaming of her next road trip.
Host, Supply Chain Now
The founder of Logistics Executive Group, Kim Winter delivers 40 years of executive leadership experience spanning Executive Search & Recruitment, Leadership Development, Executive Coaching, Corporate Advisory, Motivational Speaking, Trade Facilitation and across the Supply Chain, Logistics, 3PL, E-commerce, Life Science, Cold Chain, FMCG, Retail, Maritime, Defence, Aviation, Resources, and Industrial sectors. Operating from the company’s global offices, he is a regular contributor of thought leadership to industry and media, is a professional Master of Ceremonies, and is frequently invited to chair international events.
He is a Board member of over a dozen companies throughout APAC, India, and the Middle East, a New Zealand citizen, he holds formal resident status in Australia and the UAE, and is the Australia & New Zealand representative for the UAE Government-owned Jebel Ali Free Zone (JAFZA), the Middle East’s largest Economic Free Zone.
A triathlete and ex-professional rugby player, Kim is a qualified (IECL Sydney) executive coach and the Founder / Chairman of the successful not for profit humanitarian organization, Oasis Africa (www. oasisafrica.org.au), which has provided freedom from poverty through education to over 8000 mainly orphaned children in East Africa’s slums. Kim holds an MBA and BA from Massey & Victoria Universities (NZ).
Host, Logistics with Purpose
Adrian Purtill serves as Business Development Manager at Vector Global Logistics, where he consults with importers and exporters in various industries to match their specific shipping requirements with the most effective supply chain solutions. Vector Global Logistics is an asset-free, multi-modal logistics company that provides exceptional sea freight, air freight, truck, rail, general logistic services and consulting for our clients. Our highly trained and professional team is committed to providing creative and effective solutions, always exceeding our customer’s expectations and fostering long-term relationships. With more than 20+ years of experience in both strategy consulting and logistics, Vector Global Logistics is your best choice to proactively minimize costs while having an exceptional service level.
Host, Logistics with Purpose
Kevin Brown is the Director of Business Development for Vector Global Logistics. He has a dedicated interest in Major Account Management, Enterprise Sales, and Corporate Leadership. He offers 25 years of exceptional experience and superior performance in the sales of Logistics, Supply Chain, and Transportation Management. Kevin is a dynamic, high-impact, sales executive and corporate leader who has consistently exceeded corporate goals. He effectively coordinates multiple resources to solution sell large complex opportunities while focusing on corporate level contacts across the enterprise. His specialties include targeting and securing key accounts by analyzing customer’s current business processes and developing solutions to meet their corporate goals. Connect with Kevin on LinkedIn.
Host, Logistics with Purpose
Jose Manuel Irarrazaval es parte del equipo de Vector Global Logistics Chile. José Manuel es un gerente experimentado con experiencia en finanzas corporativas, fusiones y adquisiciones, financiamiento y reestructuración, inversión directa y financiera, tanto en Chile como en el exterior. José Manuel tiene su MBA de la Universidad de Pennsylvania- The Wharton School. Conéctese con Jose Manuel en LinkedIn.
Host, Logistics with Purpose
Nick Roemer has had a very diverse and extensive career within design and sales over the last 15 years stretching from China, Dubai, Germany, Holland, UK, and the USA. In the last 5 years, Nick has developed a hawk's eye for sustainable tech and the human-centric marketing and sales procedures that come with it. With his far-reaching and strong network within the logistics industry, Nick has been able to open new avenues and routes to market within major industries in the USA and the UAE. Nick lives by the ethos, “Give more than you take." His professional mission is to make the logistics industry leaner, cleaner and greener.
Host, Logistics with Purpose
Allison Krache Giddens has been with Win-Tech, a veteran-owned small business and aerospace precision machine shop, for 15 years, recently buying the company from her mentor and Win-Tech’s Founder, Dennis Winslow. She and her business partner, John Hudson now serve as Co-Presidents, leading the 33-year old company through the pandemic.
She holds undergraduate degrees in psychology and criminal justice from the University of Georgia, a Masters in Conflict Management from Kennesaw State University, a Masters in Manufacturing from Georgia Institute of Technology, and a Certificate of Finance from the University of Georgia. She also holds certificates in Google Analytics, event planning, and Cybersecurity Risk Management from Harvard online. Allison founded the Georgia Chapter of Women in Manufacturing and currently serves as Treasurer. She serves on the Chattahoochee Technical College Foundation Board as its Secretary, the liveSAFE Resources Board of Directors as Resource Development Co-Chair, and on the Leadership Cobb Alumni Association Board as Membership Chair and is also a member of Cobb Executive Women. She is on the Board for the Cobb Chamber of Commerce’s Northwest Area Councils. Allison runs The Dave Krache Foundation, a non-profit that helps pay sports fees for local kids in need.
Host of Dial P for Procurement
Billy Taylor is a Proven Business Excellence Practitioner and Leadership Guru with over 25 years leading operations for a Fortune 500 company, Goodyear. He is also the CEO of LinkedXL (Excellence), a Business Operating Systems Architecting Firm dedicated to implementing sustainable operating systems that drive sustainable results. Taylor’s achievements in the industry have made him a Next Generational Lean pacesetter with significant contributions.
An American business executive, Taylor has made a name for himself as an innovative and energetic industry professional with an indispensable passion for his craft of operational excellence. His journey started many years ago and has worked with renowned corporations such as The Goodyear Tire & Rubber Co. (GT) leading multi-site operations. With over 3 decades of service leading North America operations, he is experienced in a deeply rooted process driven approach in customer service, process integrity for sustainability.
A disciple of continuous improvement, Taylor’s love for people inspires commitment to helping others achieve their full potential. He is a dynamic speaker and hosts "The Winning Link," a popular podcast centered on business and leadership excellence with the #1 rated Supply Chain Now Network. As a leadership guru, Taylor has earned several invitations to universities, international conferences, global publications, and the U.S. Army to demonstrate how to achieve and sustain effective results through cultural acceptance and employee ownership. Leveraging the wisdom of his business acumen, strong influence as a speaker and podcaster Taylor is set to release "The Winning Link" book under McGraw Hill publishing in 2022. The book is a how-to manual to help readers understand the management of business interactions while teaching them how to Deine, Align, and Execute Winning in Business.
A servant leader, Taylor, was named by The National Diversity Council as one of the Top 100 Diversity Officers in the country in 2021. He features among Oklahoma's Most Admired CEOs and maintains key leadership roles with the Executive Advisory Board for The Shingo Institute "The Nobel Prize of Operations" and The Association of Manufacturing Excellence (AME); two world-leading organizations for operational excellence, business development, and cultural learning. He is also an Independent Director for the M-D Building Products Board, a proud American manufacturer of quality products since 1920.
Lori is currently completing a degree in marketing with an emphasis in digital marketing at the University of Georgia. When she’s not supporting the marketing efforts at Supply Chain Now, you can find her at music festivals – or working toward her dream goal of a fashion career. Lori is involved in many extracurricular activities and appreciates all the learning experiences UGA has brought her.
Social Media Manager
My name is Chantel King and I am the Social Media Specialist at Supply Chain Now. My job is to make sure our audience is engaged and educated on the abundant amount of information the supply chain industry has to offer.
Social Media and Communications has been my niche ever since I graduated from college at The Academy of Art University in San Francisco. No, I am not a West Coast girl. I was born and raised in New Jersey, but my travel experience goes way beyond the garden state. My true passion is in creating editorial and graphic content that influences others to be great in whatever industry they are in. I’ve done this by working with lifestyle, financial, and editorial companies by providing resources to enhance their businesses.
Another passion of mine is trying new things. Whether it’s food, an activity, or a sport. I would like to say that I am an adventurous Taurus that never shies away from a new quest or challenge.
Trisha is new to the supply chain industry – but not to podcasting. She’s an experienced podcast manager and virtual assistant who also happens to have 20 years of experience as an elementary school teacher. It’s safe to say, she’s passionate about helping people, and she lives out that passion every day with the Supply Chain Now team, contributing to scheduling and podcast production.
Business Development Manager
Clay is passionate about two things: supply chain and the marketing that goes into it. Recently graduated with a degree in marketing at the University of Georgia, Clay got his start as a journalism major and inaugural member of the Owl’s football team at Kennesaw State University – but quickly saw tremendous opportunity in the Terry College of Business. He’s already putting his education to great use at Supply Chain Now, assisting with everything from sales and brand strategy to media production. Clay has contributed to initiatives such as our leap into video production, the guest blog series, and boosting social media presence, and after nearly two years in Supply Chain Now’s Marketing Department, Clay now heads up partnership and sales initiatives with the help of the rest of the Supply Chain Now sales team.
Vice President, Production
Amanda is a production and marketing veteran and entrepreneur with over 20 years of experience across a variety of industries and organizations including Von Maur, Anthropologie, AmericasMart Atlanta, and Children’s Healthcare of Atlanta. Amanda currently manages, produces, and develops modern digital content for Supply Chain Now and their clients. Amanda has previously served as the VP of Information Systems and Webmaster on the Board of Directors for APICS Savannah, and founded and managed her own successful digital marketing firm, Magnolia Marketing Group. When she’s not leading the Supply Chain Now production team, you can find Amanda in the kitchen, reading, listening to podcasts, or enjoying time with family.
Constantine Limberakis is a thought leader in the area of procurement and supply management. He has over 20 years of international experience, playing strategic roles in a wide spectrum of organizations related to analyst advisory, consulting, product marketing, product development, and market research. Throughout his career, he's been passionate about engaging global business leaders and the broader analyst and technology community with strategic content, speaking engagements, podcasts, research, webinars, and industry articles.Constantine holds a BA in History from the University of Illinois at Urbana-Champaign, and an MBA in Finance & Marketing / Masters in Public & International Affairs from the University of Pittsburgh.
Host, Veteran Voices
Mary Kate Soliva is a veteran of the US Army and cofounder of the Guam Human Rights Initiative. She is currently in the Doctor of Criminal Justice program at Saint Leo University. She is passionate about combating human trafficking and has spent the last decade conducting training for military personnel and the local community.
Host of Dial P for Procurement
Kelly is the Owner and Managing Director of Buyers Meeting Point and MyPurchasingCenter. She has been in procurement since 2003, starting as a practitioner and then as the Associate Director of Consulting at Emptoris. She has covered procurement news, events, publications, solutions, trends, and relevant economics at Buyers Meeting Point since 2009. Kelly is also the General Manager at Art of Procurement and Business Survey Chair for the ISM-New York Report on Business. Kelly has her MBA from Babson College as well as an MS in Library and Information Science from Simmons College and she has co-authored three books: ‘Supply Market Intelligence for Procurement Professionals’, ‘Procurement at a Crossroads’, and ‘Finance Unleashed’.
Host of Logistics with Purpose and Supply Chain Now en Español
Enrique serves as Managing Director at Vector Global Logistics and believes we all have a personal responsibility to change the world. He is hard working, relationship minded and pro-active. Enrique trusts that the key to logistics is having a good and responsible team that truly partners with the clients and does whatever is necessary to see them succeed. He is a proud sponsor of Vector’s unique results-based work environment and before venturing into logistics he worked for the Boston Consulting Group (BCG). During his time at BCG, he worked in different industries such as Telecommunications, Energy, Industrial Goods, Building Materials, and Private Banking. His main focus was always on the operations, sales, and supply chain processes, with case focus on, logistics, growth strategy, and cost reduction. Prior to joining BCG, Enrique worked for Grupo Vitro, a Mexican glass manufacturer, for five years holding different positions from sales and logistics manager to supply chain project leader in charge of five warehouses in Colombia.
He has an MBA from The Wharton School of Business and a BS, in Mechanical Engineer from the Technologico de Monterrey in Mexico. Enrique’s passions are soccer and the ocean, and he also enjoys traveling, getting to know new people, and spending time with his wife and two kids, Emma and Enrique.
Host of Digital Transformers
Kevin L. Jackson is a globally recognized Thought Leader, Industry Influencer and Founder/Author of the award winning “Cloud Musings” blog. He has also been recognized as a “Top 5G Influencer” (Onalytica 2019, Radar 2020), a “Top 50 Global Digital Transformation Thought Leader” (Thinkers 360 2019) and provides strategic consulting and integrated social media services to AT&T, Intel, Broadcom, Ericsson and other leading companies. Mr. Jackson’s commercial experience includes Vice President J.P. Morgan Chase, Worldwide Sales Executive for IBM and SAIC (Engility) Director Cloud Solutions. He has served on teams that have supported digital transformation projects for the North Atlantic Treaty Organization (NATO) and the US Intelligence Community. Kevin’s formal education includes a MS Computer Engineering from Naval Postgraduate School; MA National Security & Strategic Studies from Naval War College; and a BS Aerospace Engineering from the United States Naval Academy. Internationally recognizable firms that have sponsored articles authored by him include Cisco, Microsoft, Citrix and IBM. Books include “Click to Transform” (Leaders Press, 2020), “Architecting Cloud Computing Solutions” (Packt, 2018), and “Practical Cloud Security: A Cross Industry View” (Taylor & Francis, 2016). He also delivers online training through Tulane University, O’Reilly Media, LinkedIn Learning, and Pluralsight. Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems Engineering, Carrier Onboard Delivery Logistics and carrier-based Airborne Early Warning and Control. While active, he also served with the National Reconnaissance Office, Operational Support Office, providing tactical support to Navy and Marine Corps forces worldwide.
Director of Sales
Tyler Ward serves as Supply Chain Now's Director of Sales. Born and raised in Mid-Atlantic, Tyler is a proud graduate of Shippensburg University where he earned his degree in Communications. After college, he made his way to the beautiful state of Oregon, where he now lives with his wife and daughter.
With over a decade of experience in sales, Tyler has a proven track record of exceeding targets and leading high-performing teams. He credits his success to his ability to communicate effectively with customers and team members alike, as well as his strategic thinking and problem-solving skills.
When he's not closing deals, you can find Tyler on the links or cheering on his favorite football and basketball teams. He also enjoys spending time with his family, playing pick-up basketball, and traveling back to Ocean City, Maryland, his favorite place!
Principal, Supply Chain Now
Host of Supply Chain is Boring
Talk about world-class: Chris is one of the few professionals in the world to hold CPIM-F, CLTD-F and CSCP-F designations from ASCM/APICS. He’s also the APICS coach – and our resident Supply Chain Doctor. When he’s not hosting programs with Supply Chain Now, he’s sharing supply chain knowledge on the APICS Coach Youtube channel or serving as a professional education instructor for the Georgia Tech Supply Chain & Logistic Institute’s Supply Chain Management (SCM) program and University of Tennessee-Chattanooga Center for Professional Education courses.
Chris earned a BS in Industrial Engineering from Bradley University, an MBA with emphasis in Industrial Psychology from the University of West Florida, and is a Doctoral in Supply Chain Management candidate.
Principal & CMO, Supply Chain Now
Host of Supply Chain Now and TECHquila Sunrise
When rapid-growth technology companies, venture capital and private equity firms are looking for advisory, they call Greg – a founder, board director, advisor and catalyst of disruptive B2B technology and supply chain. An insightful visionary, Greg guides founders, investors and leadership teams in creating breakthroughs to gain market exposure and momentum – increasing overall company esteem and valuation.
Greg is a founder himself, creating Blue Ridge Solutions, a Gartner Magic Quadrant Leader in cloud-native supply chain applications, and bringing to market Curo, a field service management solution. He has also held leadership roles with Servigistics (PTC) and E3 Corporation (JDA/Blue Yonder). As a principal and host at Supply Chain Now, Greg helps guide the company’s strategic direction, hosts industry leader discussions, community livestreams, and all in addition to executive producing and hosting his original YouTube channel and podcast, TEChquila Sunrise.
Founder, CEO, & Host
As the founder and CEO of Supply Chain Now, you might say Scott is the voice of supply chain – but he’s too much of a team player to ever claim such a title. One thing’s for sure: he’s a tried and true supply chain expert. With over 15 years of experience in the end-to-end supply chain, Scott’s insights have appeared in major publications including The Wall Street Journal, USA Today, and CNN. He has also been named a top industry influencer by Thinkers360, ISCEA and more.
From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.