The 10 Most Influential Leaders in Supply Chain, 2022

Larry Phelan, Chief Supply Chain Services Officer Global Services Limited

The Stuff is Really Tricky Supply Chain

EDITOR’S NOTE

Embarking on the Horizons with Comprehensive Fundamentals

Supply chain innovation is a team effort that requires active

collaboration and buy-in from all levels within an organization, and it is especially true when it comes to enabling innovation in the supply chain.

While new and buzzworthy technologies are consistently evolving with the advancements, innovation in the supply chain is truly a continuum of small improvements enabling a significantly positive impact in improving processes or the overarching business model. The supply chain sector is the backbone of some of the crucial operations for companies and business organization as it supports the processes strongly and flexibly.

Like all parts of the business, new technologies, new processes, and new ways of thinking make operations stronger, more efficient, and more powerful. There's both an art and science involved in how the primary fundamentals drive innovation in the supply chain niche and enhance it, eventually.

For instance, the advent of technology is assisting companies in building an edge by providing a better service for their customers. Integrating smart technologies like AI, ML and robotics with smart software has been a crucial aspect and innovation in the transformation of the supply chain niche. Big data analysis is making a big impact on the supply chain industry, especially for companies that are integrating artificial intelligence into the process in order to identify opportunities in the market.

Moreover, for the one who is not a statistical analyst, the data from the integration of these technologies might just look like numbers and text of a document; however, for the well-versed professionals of the niche,

The 1

Influential in Supply Chain

this is the information which can be used to shift the tides of the sector and build a competitive edge for the business.

The ongoing evolution of the supply chain in the logistics industry is prompting us to think about what its future looks like. More and more industry experts from all parts of the supply chain are influencing this future. From the physical movement of goods to technology development, supply chain thought leaders are optimizing the old and introducing some new.

Following these changes, the industry has become illimitably diverse in its capabilities. In turn, the acquisition of advanced capabilities surfaces new challenges. These new challenges open opportunistic doors for newer, more dynamic solutions.

Exploring the significant talent and exploring the odyssey of such staunch personalities in the supply chain niche, CIOLook features the enthralling stories of ' The 10 Most Influential Leaders in Supply Chain, 2022 .'

Flip through the pages and indulge in the journey of excellence with exponential industry sagacity making a significant impact in the niche.

Have a Delightful Read!

Abhishek Joshi

Shellie Jones Editor-in-Chief

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Featured Person

Benjamin Gordon, Managing Partner

Brief Company Name

Cambridge Capital LLC cambridgecapital.com

Bill Mrzlak, President

Chitra Shinde, Vice President Operations

Connor Roe, Supply Chain Analyst

Ernest Nicolas, Chief Supply Chain Officer

Larry Phelan Chief Supply Chain Services Officer

Mindy Davis, Vice President, Global Marketing

Philippe Gilbert, President

Sara Braun, Head of Supply Chain

ChainSequence chainsequence.com

DHL Express dhl.com

Intel intel.com

HP hp.com

EY Global Services Limited

Cambridge Capital is a private equity firm investing in the supply chain sector.

ChainSequence® is a unique consulting group with extensive hands-on experience in high-tech manufacturing in combination with broad consulting experience in Supply Chain management.

DHL is the global leader in the logistics industry. Specializing in international shipping, courier services and transportation.

Intel’s mission is to shape the future of technology to help create a better future for the entire world. By pushing forward in fields like AI, analytics and cloud-to-edge technology.

HP Inc. is an American multinational information technology company that develops personal computers, printers and related supplies, as well as 3D printing solutions.

EY provides consulting, assurance, tax and transaction services that help solve our client's toughest challenges and build a better working world for all.

Sap sap.com

UPS ups.com

GSK gsk.com

Steve Flagg, CEO & Founder

Supplyframe supplyframe.com

With a global network of customers, partners, employees, and thought leaders, SAP helps the world run better and improve people’s lives.

UPS is committed to moving our world forward by delivering what matters.

GSK is a multinational pharmaceutical and biotechnology company that makes innovative vaccines and specialty medicines to prevent and treat diseases.

Supplyframe was founded with a vision of transforming the way innovators interact with electronic component suppliers, distributors, and manufacturers.

Driving and Leading Transformation and Innovation

L y Larry he an

I had to embrace a global mindset, learn to balance my usual hard-charging approach with empathy and patience, master the ability to instigate and drive change, work around the blockers, convince the naysayers and find ways to 'get the job done' when recipients have no interest in change.

Larry Phelan, Chief Supply Chain Services Officer at EY Global Services Limited

The past couple of years have challenged the ways

how supply chains operate. Networks have been disrupted, with growth and profitability being at stake. Today's supply chain leaders must be agile, willing to embrace change, and show an ability to reimagine the existing networks to adapt to the supply challenges of tomorrow. Larry Phelan, Chief Supply Chain Services Officer at EY Global Services Limited, is one such leader who has risen to the challenges of the current economic and geopolitical environment by adopting a truly global mindset.

Starting out as a Procurement Officer, Larry rose to be the leader of supply chain services at EY, even winning th the 15 position of the Top 100 Supply Chain Leaders in 2021! He was granted this award for his remarkable work as an innovator of more resilient, sustainable, and diverse supply chains. He also brought about transformational change at EY by prioritizing culture, strengthening the connective tissue of their supplier ecosystem, and elevating procurement as a strategic opportunity to drive both financial and social value.

Larry is an authentic, inclusive, and inspirational business leader whose keen support for diverse and inclusive teams and suppliers was noted with the WBENC platinum level award for providing support to women-owned businesses. The instigator of innovation has been nominated for World Procurement Leader Award in 2016, 2017, and most recently in March 2022. When Larry is not busy trying to lead and change the supply chain services of the world – he can be found traveling, going to the theatre, enjoying golfing with family, or supporting the local not-for-profit programs.

CIO Look caught up with Larry Phelan on his journey to becoming a business leader at EY, bringing change to the supply chain industry, and his future plans.

Below are the highlights of the interview:

Brief our audience about your journey as a business leader until your current position at EY. What challenges have you had to overcome to reach where you are today?

My journey as a business leader followed a similar path as others, proactively accumulating experiences and building a network of leaders who saw promise in me, allowing me to develop. From 1985 to 1990, I worked for three different financial services companies and

began to build my foundational process, finance/technology, and leadership skills. From 19901995, I worked as a financial systems consultant for Price Waterhouse (PW). From 1995 to 1998, I served as the Deputy CIO of PW and Price Waterhouse Coopers (PwC) as a Senior Partner; they saw something in me, a bit of a diamond in the rough, untapped potential, and extended the role to me. From 19981999, I took my process, consulting, and technology experiences and transferred to the PwC Transaction Advisory Services business. I joined EY in 1999 as the EY Americas Operation and Technology Due Diligence Leader, supporting Private Equity and Corporate investors, and was in that role until 2008. In 2008, I was asked to focus on building better linkages between Finance and Technology as well as lead a small team managing procurement contracts. In 2009, I was asked to assess and consolidate all EY teams spending across the globe in all categories. Now, after a dozen years of focusing on category, sub-category goods and services, how supplier relationships can advance top-line revenue growth, and direct/indirect spend management, I am proud to say EY teams have an

While many procurement organizations focus solely on quantitative value, EY teams believe that value comes in many different forms.

integrated Supply Chain Service that is broad, from contract sourcing to supplier management to payment, organization.

My challenges required self-awareness and selfreflection. I had to embrace a global mindset, learn to balance my usual hard-charging approach with empathy and patience, master the ability to instigate and drive change, work around the blockers, convince the naysayers and find ways to 'get the job done' when recipients have no interest in change.

Tell us something more about your company and its mission and vision.

As a global leader in Assurance, Consulting, Strategy and Transactions, and Tax services, EY teams are using the finance products, experience, and systems we've developed to build a better working world. That starts with a culture that believes in providing the training, opportunities, and creative freedom to make things better. Whenever you join EY, however long you stay, the exceptional EY experience of innovation lasts a lifetime. And with a commitment to developing the most passionate people, we'll make our ambition to be the best employer a reality.

Enlighten us on how you have impacted supply chain niche through your expertise in the market.

EY focus on 'no change, no future' has helped enable us to transform and continually reinvent the Supply Chain for EY teams. The components of Supply Chain Services at EY are diverse and complex. Knowing how to leverage technology and innovate is paramount. We are constantly looking at how suppliers can advance our agenda and bring improvements based on their experiences working with other organizations.

Describe in detail the values and the work culture that drives your organization.

First and foremost, since the industry and the Supply Chain Services (SCS) function is recognized for delivering savings, the SCS function at EY is laserfocused on providing quantitative value (QV) in terms of savings and cost avoidance and the value return EY teams have come to expect from the SCS function (cost of SCS compared to QV delivered). However, more relevant in today's volatile economic and geopolitical environment, a second SCS focus is on going beyond its

I would advise budding entrepreneurs to focus on sustainability and diversity and to adapt our EY SCS mantra of No change, no future.

Cambridge Capital’s philosophy is to invest in companies where its operating expertise and in-depth supply chain knowledge can help top entrepreneurs and management teams grow their businesses.

Benjamin Gordon

Nexus of the Supply Chain Expansion

When we receive a product or service in our hand, we associate the delivery of the commodity with the said brand. As a matter of fact, to bring the product to people, there is a network of mediators disseminating in a system. This system acts as a facilitator and is gratified by the Supply Chain sector.

Supply Chain is the link between producer and customer and between the supplier of resources to the producer. However, if the supply chain looks after the needs of both the manufacturer and the customers, who fulfils the sector’s requirement, such as recapitalization, expansion, and so on?

To cater to these needs of supply chain mediums, the supply chain expansion and acquisition investors play an important role in ensuring prompt and reliable services.

Benjamin Gordon , the Managing Partner of Cambridge Capital , is an investor in the supply chain niche. Benjamin holds a vast segment of experience in the supply chain sector prior to stepping into the private equity firm Cambridge Capital. The company oversees investing in the applied supply chain by providing finance for the expansion, recapitalization, or acquisition of growth-stage companies in the sector.

With his caliber specifically oriented to the supply chain sector, Benjamin is determined to provide effective and reliable solutions for emerging companies in the supply chain niche.

Let us go through his journey to know the virtues by which he stands on the top in this sector.

An odyssey that Innovates the Present

In 1999, Benjamin Gordon founded a SaaS logistics company called 3PLex. He raised traditional venture capital from major financial institutions, including Goldman Sachs and Morgan Stanley. They ultimately sold the business to Maersk, later selling it to IBM.

As part of his experience with 3PLex, Benjamin believed there was a need for a supply sector-focused investment firm comprised of traditional senior investment professionals and relevant operators with a track record of success who have built significant companies in the sector.

The supply chain is in Cambridge Capital’s DNA. Benjamin has spent his career building businesses in logistics, first with 3Plex, then with BGSA, then with a series of other companies like EcoSquid and GreenScreens.ai, and now with Cambridge Capital.

Embracing Mission and Vision with Eminence

“Cambridge Capital seeks to be a founder-friendly and high-impact investor. We aim to make a small number of high-conviction investments per year. Our goal is to provide practical, hands-on assistance in all functional and strategic areas critical to growth-stage companies in the supply chain,” states Benjamin.

The company’s philosophy is to invest in firms where the operating expertise and in-depth supply chain knowledge can help top entrepreneurs and management teams grow their businesses. Cambridge’s supply chain sector focus, unmatched network, solid historical results, and unique blend of deeply experienced investors and operators present an

Benjamin Gordon, Managing Partner Cambridge Capital

Bill Mrzlak

Chanelling Demand with Expertise Chanelling Demand with Expertise

Atruly effective supply chain actually owes its

success to a long string of disparate yet interdependent processes. And, as most of us have learned more recently, maximum supply chain functionality also depends on seemingly unrelated global events, both large and small. To best meet demand, proactive planning is key.

However, in the past two-plus years we have seen global disruptions, due to COVID-19, volatile weather, and slow-to-respond, reactive planning do their worst to turn the global supply chain infrastructure on its head. In some critical cases, it even stopped functioning altogether.

While catastrophic or unexpected events cannot be avoided, with the power of human intelligence, we can craft proactive solutions that can more rapidly restore economic equilibrium and further business growth and investment. One such leader facilitating smooth deliveries globally is Bill Mrzlak , who has been working exclusively within the supply chain sector since 1995.

He is the President of ChainSequence and continues to be an unstoppable force when it comes to guiding his client partners in achieving more committed, effective, and competitive sales and operations planning with innovative solutions that are geared toward long-term success.

We recently caught up with Bill to discuss his ongoing work in this space, and are excited to share these interview highlights as well as several well-earned insights below:

Brief our audience about your journey as a business leader until your current position at ChainSequence. What challenges have you had to overcome to reach where you are today?

Until the mid-1990s, I was among the top-producing partners working at a large management consultancy firm, serving clients within a wide range of industry sectors. In 1995, I pivoted to manufacturing concerns and started working exclusively in the supply chain sector. From that moment forward, I found my passion, and it has continued to grow my knowledge of all things related to Supply Chain and Sales & Operations Planning.

In 2009, I launched my organization, ChainSequence, a premier supply chain and S&OP consulting group. Recognizing that my practice serves a niche market, I succeeded in this highly competitive field through undisputed expertise and excellent client service in two primary areas – S&OP and supply chain planning.

Hard-won experience has taught me that you can't be all things to all clients, but by doing what you do best, you can be the partner of choice. Clients attest that this enduring enthusiasm still comes through in each of my engagements.

Tell us something more about your company and its mission and vision.

ChainSequence's mission statement is clear: “Committed to helping enterprises identify challenges, create innovative solutions, and implement lasting improvements in Supply Chain processes to advance Sales & Operations goals.”

We're able to achieve our mission by following an inclusive, collaborative approach, Ÿ Maintaining an extensive knowledge base of S&OP and supply chain planning principles for a vast spectrum of industries and geographical locations.

Ÿ Adhering to our philosophy and fundamental

Bill Mrzlak ChainSequence

practice of knowledge-sharing with our client partners to ensure ownership of each solution; and

Ÿ Quickly assimilating into our client partners' environments, becoming an integral part of both the team and the solution.

Enlighten us on how you have impacted the supply chain niche through your expertise in the market.

The demand for S&OP and supply chain expertise has never been higher, so the sheer number of supply chain consulting groups currently working in the manufacturing space comes as no surprise. To succeed in this crowded field, a consulting firm must develop and commit to a differentiator that allows its services to stand out.

First, we have deliberately broadened our client partner base to include semiconductor and electronics, CPG/Food and Ag, Medical/Pharma, and modular furniture systems, among others.

Second, we leverage our experience, best-practices expertise, and proven knowledge-share approach with customizable services that maximize the data-driven st realities of the 21-century manufacturing and commerce.

Our cross-industry knowledge-sharing empowers our client partners to apply best practices they might not have previously considered. It brings a higher return on their investment and furthers our expansion into new markets.

Describe in detail the values and the work culture that drives your organization.

From its inception through today, ChainSequence only focuses on two primary service offerings: S&OP and supply chain planning. While other areas reside under the supply chain umbrella—warehouse space planning, logistics, etc.— ChainSequence's philosophy stresses top-tier excellence in our two offerings, which impact an organization's bottom line the most.

Our expertise shows and is consistently recognized through feedback and referrals from our client partners. It is common for us to periodically return to our client partners, providing solutions to evolving issues in today's changeable business climate.

We also have individuals with whom we have worked for 15+ years, moving with them as they transition from one organization to another and as they progress in their careers.

Undeniably, technology is playing a significant role in almost every sector. How are you leveraging technological advancements to make your solutions resourceful?

ChainSequence is an enthusiastic advocate for technology, but as an integral tool to execute solutions , not the solution itself. Some company execs hold on to the false premise that implementing the latest advanced technology will reduce systemic problems. It's crucial to remember that People and Processes come first.

Technology can only provide serious improvements and competitive advantage once an organization completes its due diligence by defining and developing a rigorous, end-to-end process that will ultimately govern the technology at the center of its business.

ChainSequence's decades of wide-ranging technological experience serve as proof that “systems are dumb and require instruction.” Further, instruction can only come from those key enterprise stakeholders who clearly understand: 1) what is most important; and 2) the key drivers of their success. Only then can you make a system selection that best serves those requirements and configure it appropriately during implementation.

That said, ChainSequence is leveraging newer technologies such as AI and ML to greatly improve our client organizations' ability to better plan demand.

While traditional statistical models can only project the future based on the past, these new AI/ML models can predict the future by correlating many different data points.

These models might work more effectively in certain sectors but are still useful tools overall. Again, it still takes stakeholder knowledge within the business organization to identify those relationships that a technical resource would use to code the AI/ML model.

What, according to you, could be the next significant change in the global supply chain sector? How is your company preparing to be a part of that change?

For years, S&OP was considered a nice-to-have business luxury rather than the must-have operational necessity as it is recognized today. Then COVID-19 happened, catching many organizations off-guard in two ways.

First, unexpected plant closings resulted in excess manufacturing capacity. Then, when plants started up again, manufacturers couldn't bring capacity online fast enough. Material shortages, long lead times, and surging customer demand put further pressure on already strained supply chain organizations.

Companies are now staring down the barrel of multiple international health crises, climate change, and other unknown events which will continue to disrupt global commerce.

The need to better plan strategically has become a very high priority, and organizations are fully embracing S&OP as the game changer that will drive long-term business growth. The volume of client requests for

services in this area continues to increase, and we are well-positioned to answer the call.

Where do you envision yourself to be in the long run, and what are your future goals for ChainSequence?

ChainSequence enjoys a well-established presence in the U.S. market. Many of our client partners have operations located all over the world (Europe, Asia), and we work on-site with them wherever needed. In the past several years, we have expanded into new sectors, and our portfolio includes several client partners in Europe, which continues to grow. Demand for our S&OP services is increasing more than ever as global supply chain shortages, long lead times, and labor shortages continue to challenge enterprises. With proactive planning through an S&OP process, we can help an organization minimize the impact of these challenges.

What would be your advice to budding entrepreneurs who aspire to venture into the supply chain sector?

We would advise those aspiring entrepreneurs that working in the supply chain sector is not for the faint of heart. Competition can be very high and global supply chain networks can mean long days to accommodate different time zones and involve a great deal of longdistance travel. Solving problems in new industries is equally challenging.

However, because the principles of supply chain planning transcend virtually every industry and sector – from semiconductors to clothing, fruit processing, and washing machines – the same rules generally apply. And you will meet many interesting people, learn about other cultures, and visit fascinating places. For me personally, it continues to be a gratifying career.

Chitra Shinde

A Resolute Leadership Personality

In today's world, women may not always realize their

potential, but once unleashed, they have a direct route to success. Their capability and abilities are undeniable when they find themselves in a leadership role. However, it is simple to claim this, which creates the need to outline multiple benefits women can bring to leadership roles.

We have all seen women demonstrate passion, enthusiasm, and the capability to take command of a situation when needed. Women can make bold and wise decisions as leaders; this helps make the team environment less authoritative and more cooperative, bringing a family-like feel to the team. This boosts teamwork across the organization and helps implement a new culture within the business. With these significant qualities, Chitra Shinde excels as a proficient leader and an influential leadership persona in the modern industry.

Chitra is currently working as Vice President , Operations at DHL Express, a company that aims to be the ' Logistics company of the world ,' with the purpose of ' Connecting People and Improving Lives .’

In an interview with CIOLook, Chitra shared valuable facts highlighting her substantial leadership qualities and her contributions to scaling DHL Express' operations and progress to greater heights.

Below are the excerpts from the interview.

Chitra, please brief our audience about your journey as a business leader until your current position at DHL Express. What challenges have you had to overcome to reach where you are today?

I joined DHL Express in 1994 as a Management Trainee in Mumbai, India. From this role, I chose to work within

DHL Operations and worked for the next 15 years in Papua New Guinea, Fiji, Australia and New Zealand doing various roles in Operations and IT before returning to India. In 2019, I made the permanent move back to New Zealand as Vice President, Operations, DHL Express NZ.

As a leader across multiple roles, I shifted execution focus to futurizing the operation through standardization, scalability and sustainability. I focused on developing high-performing teams, and this, in turn, developed my own competence. I also had to shift my own mindset from being operationally focused to being insanely customer focused.

My challenges have been mostly around juggling multiple roles of mother, daughter, and wife and being career-focused. It was not unusual for me to be the only woman in the board room, but I have worked with some exceptional colleagues who made it easier.

Tell us more about DHL Express, its mission and its vision in the modern industry.

DHL Express is a division of Deutsche Post DHL Group. Our Vision is to be the 'Logistics company of the world,' with the purpose of 'Connecting People and Improving Lives.'

At DHL Express, we focus on our core product, Time Definite International Express. We do this through our proven strategy for the last decade of developing our people through our internal certified specialist programs. We believe that our motivated people drive excellent service quality for our customers, which keeps them loyal and results in making us profitable.

We continually improve our processes and systems and adapt to the voice of our customers. We have stepped

DHL's sustainability roadmap is a structured approach to addressing environmental, social and governance that impact our people, customers, and partners in a transparent and ethical way.

Chitra Shinde, Vice President, Operations DHL Express