Skip to main content

FutureLink Barcelona (6-8 October) is now open for registration. Sign up today!

Close

Amadeus

AI
Home
Clear Search
User Log In
  • Tracelink Classic
    TraceLink Classic app.tracelink.com
    Redirect
  • Opus Platform
    Opus Platform opus.tracelink.com
    Redirect
  • Supply Chain Orchestrations
    Left fast
    Supply Chain Orchestrations
    • Life Sciences Company

      Life Sciences Company

      Life sciences companies face distinct challenges in orchestrating supply chains with partners. TraceLink specializes in addressing and overcoming these challenges.
      Learn More
      Left fast
      Life Sciences Company
      • Orchestrating the supply chain
        • Life Sciences Company
        • Direct Material Supplier
        • Contract Manufacturer
        • Third Party Logistics
        • Wholesale Distributor
        • Healthcare Provider
        • Retail Pharmacy

      Related Content

      Learn More
      Life Sciences

      Products

      Explore products for life sciences companies.

      Learn More
      Life Sciences

      Resources

      Discover valuable insights and industry trends.

    • Direct Material Supplier

      Direct Material Supplier

      Direct material suppliers face unique challenges in supply chain coordination. TraceLink provides specialized solutions to address and overcome these issues.
      Learn More
      Left fast
      Direct Material Supplier
      • Orchestrating the supply chain
        • Direct Material Supplier
        • Life Sciences Company
        • Contract Manufacturer
        • Third Party Logistics
        • Wholesale Distributor

      Related Content

      Learn More
      Direct Material Supplier

      Products

      Explore products for direct material suppliers.

      Learn More
      Direct Material Supplier

      Resources

      Dive into a world of expert resources and cutting-edge industry knowledge.

    • Contract Manufacturer

      Contract Manufacturer

      Contract manufacturing organizations grapple with distinct supply chain complexities. TraceLink delivers innovative solutions to tackle and streamline these challenges.
      Learn More
      Left fast
      Contract Manufacturer
      • Orchestrating the supply chain
        • Contract Manufacturers
        • Life Sciences Company
        • Direct Material Supplier
        • Third Party Logistics

      Related Content

      Learn More
      Contract Manufacturer

      Products

      Explore products for contract manufacturers and contract packagers.

      Learn More
      Contract Manufacturer

      Resources

      Get insights and industry trends for contract manufacturers and packagers.

    • Third Party Logistics

      Third Party Logistics

      Third party logistics providers face unique challenges in managing intricate supply chains. TraceLink offers strategic solutions to effectively address these complexities.
      Learn More
      Left fast
      Third Party Logistics
      • Orchestrating the supply chain
        • Third Party Logistics
        • Life Sciences Company
        • Contract Manufacturer
        • Wholesale Distributor

      Related Content

      Learn More
      Third Party Logistics

      Products

      Browse our range of products for third party logistics providers.

      Learn More
      Third Party Logistics

      Resources

      Step into our resource hub for the latest in innovation and industry expertise.

    • Wholesale Distributor

      Wholesale Distributor

      Wholesale distributors navigate complex challenges in supply chain management. TraceLink provides advanced solutions to efficiently tackle these issues.
      Learn More
      Left fast
      Wholesale Distributor
      • Orchestrating the supply chain
        • Wholesale Distributor
        • Life Sciences Company
        • Healthcare Provider
        • Retail Pharmacy

      Related Content

      Learn More
      Wholesale Distributor

      Products

      Browse our range of products for wholesale distributors.

      Learn More
      Wholesale Distributor

      Resources

      Navigate the future of industry trends with our wholesale distributor resource center.

    • Healthcare Provider

      Healthcare Provider

      TraceLink provides specific solutions to help healthcare providers confront distinct challenges, including managing drug shortages and recalls in their supply chains.
      Learn More
      Left fast
      Healthcare Provider
      • Orchestrating the supply chain
        • Healthcare Provider
        • Life Sciences Company
        • Wholesale Distributor

      Related Content

      Learn More
      Healthcare Provider

      Products

      View our product portfolio for healthcare providers.

      Learn More
      Healthcare Provider

      Resources

      Explore our comprehensive collection of resources for healthcare providers.

    • Retail Pharmacy

      Retail Pharmacy

      Retail pharmacies combat supply chain complexities, including regulatory compliance. TraceLink enhances efficiency and adherence.
      Learn More
      Left fast
      Retail Pharmacy
      • Orchestrating the supply chain
        • Retail Pharmacy
        • Life Sciences Company
        • Wholesale Distributor

      Related Content

      Learn More
      Retail Pharmacy

      Products

      Experience our advanced product lineup for retail pharmacies.

      Learn More
      Retail Pharmacy

      Resources

      Delve into our rich library of resources for retail pharmacies.

  • Network
    Left fast
    Network
    The Advantage of Integrate Once
    The TraceLink Network
    Network

    Explore how a single connection to the TraceLink network can transform your operations, streamline your supply chain processes, and bring unparalleled value to your organization.

    Learn More

    Menu Divider

    • Tracelink Icon The Power of the Platform
    • Tracelink Icon OPUS Solution Environment
    • Tracelink Icon Link Actions
    • Tracelink Icon Reports and Dashboards
    • Tracelink Icon Master Data Exchange
    • Tracelink Icon Message Center
  • Products
    Left fast
    Products
    • Partner Orchestration

      Partner Orchestration

      Transform partner collaboration and rapidly connect with all your partners for enhanced control while reducing risks and costs to improve supply chain visibility and customer delivery performance.
      View All Products
      Left fast
      Partner Orchestration
      • Multienterprise Information Network Tower
        • MINT for External Manufacturing
        • MINT for Serialized Shipments and Receipts
        • MINT for Direct Supply
        • MINT for Logistics
        • MINT for Commerce
        • MINT for Transportation

      Related Content

      Learn More
      Blog

      Accelerate Clinical-Phase Commercialization Through Supply Chain Digitalization

      Discover four essential steps to accelerate clinical-phase commercialization through end-to-end supply chain digitalization.

      Watch Now
      Video

      Cold Chain Excellence with AI and Digital Innovation

      Learn how to elevate your cold chain strategy through digitalization, patient-centric innovation, and AI-driven insights. Discover approaches to improve visibility and reduce risk.

    • Product Orchestration

      Product Orchestration Products

      Meet regulatory requirements around the globe and improve operational efficiency with our suite of Product Orchestration solutions, tailored for comprehensive compliance and streamlined supply chain management.
      View All Products
      Left fast
      Product Orchestration
      • Serialization
        • Serial Number Exchange
        • Serial Number Manager
        • Serialized Operations Manager
        • Smart Event Manager
      • Smart Inventory Tracker
      • Targeted Recalls
      • Product Information Manager
        • Targeted Recalls Notification
        • Product Verification
        • Master Data Sharing
      • Country Compliance
        • US Drug Supply Chain Security Act
        • European Union Falsified Medicines Directive
        • Kazakhstan Pharmaceuticals
        • Kyrgyzstan Pharmaceuticals
        • See All Countries
      • Crypto Code
        • Russia Crypto Code

      Related Content

      Learn More
      Deadline Approaching

      DSCSA

      Comply with U.S. DSCSA requirements.

      Watch Now
      Video

      Locate Recalled Product in Minutes

      See how TraceLink helps you pinpoint which locations received recalled product so you can retrieve it in minutes.

    • Process Orchestration

      Process Orchestration Products

      Streamline your supply chain with Process Orchestration, facilitating seamless collaboration on recalls, change requests, document reviews, compliance exception management, and more.
      View All Products
      Left fast
      Process Orchestration
      • Supply Chain Work Management
        • SCWM for Compliance Exceptions
        • SCWM for Incidents
        • SCWM for Change Requests
        • SCWM for Tasks
        • SCWM for Document Reviews

      Related Content

      Learn More
      Resources

      Supply Chain Collaboration

      Browse insights on how to improve end-to-end supply chain collaboration.

      Learn More
      Supply Chain Excellence Award

      2025 BSMA Supply Chain Management Innovation Award

      Gain insights into award-winning supply chain innovation—TraceLink wins the 2025 BSMA Supply Chain Management Innovation Award for its MINT solution.

    • Orchestration Intelligence

      Orchestration Intelligence Products

      Empower your supply chain decisions with Orchestration Intelligence, harnessing AI, machine learning, and the collective power of the TraceLink network for robust data-driven solutions.
      VIEW ALL PRODUCTS
      Left fast
      Orchestration Intelligence
      • Serialized Product Intelligence
      • Reports and Dashboards

      Related Content

      Learn More
      Reports and Dashboards

      Real-Time Insights with OPUS Reports & Dashboards

      TraceLink Releases OPUS Reports & Dashboards, the first end-user solution designed for real-time visibility into supply networks.

      Learn More
      Blog

      Explore the Top 10 Insights from LogiPharma 2025

      Discover how industry leaders at LogiPharma 2025 are transforming collaboration. Gain actionable strategies to drive business value across complex, global networks.

    • Network Platform-Enabling Products

      Network Platform-Enabling Products

      A comprehensive suite of solutions designed to empower users with advanced administration, communication, data management, and customization capabilities, coupled with services to extend the value of the platform.
      View All Products
      Left fast
      Network Platform-Enabling Products
      • OPUS Administer
      • OPUS Solution Environment
      • Link Actions
      • Master Data Exchange
      • Message Center
      • Automated Validation Manager
      • Healthcare Operational Services Team
      • Technical Account Management Services
  • Resources
    Left fast
    Resources
    • Resource Center

      Resource Center

      Explore our Resource Center for a wealth of knowledge, including videos, solution briefs, blogs, eBooks, and more, offering insights on TraceLink solutions, industry trends, and emerging topics.
      View All Resources
      Left fast
      Resource Center
      • By Segment
        • Life Sciences Company Life Sciences Company
        • Direct Material Supplier Direct Material Supplier
        • Contract Manufacturer Contract Manufacturer
        • Third Party Logistics Third Party Logistics
        • Wholesale Distributor Wholesale Distributor
        • Healthcare Provider Healthcare Provider
        • Retail Pharmacy Retail Pharmacy
      • By Type
        • Webinar Webinar
        • Blog Blog
        • Case Study Case Study
        • EBook EBook
        • Infographic Infographic
        • Podcast Podcast
        • Solution Brief Solution Brief
        • Video Video
        • Whitepaper Whitepaper
    • TraceLink University

      TraceLink University

      Enhance your expertise with TraceLink University: dive into a range of online and instructor-led courses, engaging tech talks, and certification programs designed to elevate your knowledge.
      Explore All
      Left fast
      TraceLink University
      • By Persona
        • Solution Designer Solution Designer
        • Tracelink Administrator Tracelink Administrator
        • User User
        • Orchestration Architect Orchestration Architect
        • Solution Partner Solution Partner
        • Technology Partner Technology Partner
      • By Orchestration
        • Manufacturing Manufacturing
        • Logistics Logistics
        • Commerce Commerce
        • Transportation Transportation
        • Clinical Supply Clinical Supply

      Related Content

      Learn More
      Subscriptions

      TraceLink University

      Ongoing education at your own pace.

      Watch Now
      FutureLink

      Experience FutureLink

      Watch FutureLink Barcelona sessions on demand.

    • Partners

      Partners

      We partner with leaders from across the globe, with an intense focus on partner companies that specialize in implementation, solution consulting, and application development.
      Partner Overview
      Left fast
      Partners
      • Tracelink Icon View Our Partners
      • Tracelink Icon Become a Partner
      • Tracelink Icon Access PartnerLink
    • Community

      Community

      Join our global community, uniting members across the supply chain to share insights and engage in discussions through virtual meetings and collaborative workshops.
      Learn More
      Left fast
      Community
      • Global Compliance Special Interest Group
      • Multienterprise Information Network Tower Innovation Forum
      • U.S. DSCSA Innovation Forum for Manufacturers and Distributors
      • U.S. DSCSA Dispenser Innovation Forum
    • Events

      Events

      Stay updated with our Events calendar: from industry conferences we attend to exclusive events we host and informative webinars, join us in shaping the future of supply chain management.
      View All Events
      Left fast
      Events
      • Tracelink Icon Industry Events
      • Tracelink Icon Webinars
      • Tracelink Icon TraceLink Events

      Related Content

      Register Now
      FutureLink

      FutureLink Barcelona 2025

      Join the movement shaping the future of supply chains. FutureLink is the must-attend event for Industry leaders.

      Register Now
      Paris Seminar

      Intelligent Orchestration of Your End-to-End Supply Chain

      Explore how intelligent orchestration enhances resilience, agility, and performance on June 11 in Paris.

    • Customers

      Customers

      Meet a selection of our valued customers: discover how diverse businesses are leveraging TraceLink's solutions to transform their supply chains.
      View Our Customers
      Left fast
      Customers
      • Success Stories
        • Santen Santen
        • Merck Merck
        • Patheon Patheon
        • Sentara Sentara
        • Merz Therapeutics Merz Therapeutics
  • About
    Left fast
    About
    • Tracelink Icon Our Story
    • Tracelink Icon Newsroom
    • Tracelink Icon Culture and Careers
    • Tracelink Icon Leadership
    • Tracelink Icon Our Values
    • Tracelink Icon Corporate Social Responsibility

    Menu Divider

    Related Content

    Awards and Recognitions

    Celebrating our impact

    We are honored and proud of the acknowledgment and industry recognition we have received.

    Innovation Award

    Supply Chain Orchestration Company of the Year 2025

    Discover how TraceLink is transforming supply chain orchestration—named Supply Chain Orchestration Company of the Year 2025 by Logistics Tech Outlook Magazine.

  • CONTACT US
  • User Log In
    • Tracelink Classic
      TraceLink Classic app.tracelink.com
      Redirect
    • Opus Platform
      Opus Platform opus.tracelink.com
      Redirect
Close
CONTACT US
Resources

Breadcrumb

  1. Home
  2. Resources
  3. Resource Center

Podcast Episode 2: Jake Barr on a Crawl, Walk, Run Approach to Supply Chain Transformation

banner-image
  • Download PDF
  • Share
    • LinkedIn
    • Facebook
    • Mail
    • Twitter

Table of contents

Key Takeaways

  • The first step to transforming your end-to-end supply chain is understanding where the defects are today. 
  • The next steps include embracing digital technologies, retraining staff, and implementing predictive analytics. 
  • Today's supply chain leaders are tasked with reinventing business models every 2-3 years. 

TraceLink’s Roddy Martin talks supply chain transformation with BlueWorld Supply Chain Consulting CEO Jake Barr, who spent more than three decades as Global Director of Supply Network Operations at consumer goods giant Procter & Gamble.

Transcript:
In this week's episode of The Agile Supply Chain Podcast, TraceLink Digital Transformation Strategist Roddy Martin talks to BlueWorld CEO Jake Barr, who shares insights from more than three decades as the former global director of supply network operations for Procter & Gamble.

Roddy Martin: Welcome, Jake. It's good to have you on TraceLink's thought leadership series talking about your experience in agile supply chain and supply chain transformation at Procter & Gamble. Jake, would you introduce yourself? Give us a little bit of your background in supply chain transformation.

Jake Barr: Roddy, thank you. Thanks for having me. I did three-and-a-half decades as a supply chain leader at Procter & Gamble. I had the honor of working and leading a team that was devoted to our transformation, initially tied to remaking our business model to be outside‑in, focused on consumer‑driven and the two moments of truth.

Then, later, putting in our global control towers from which we digitized the business, and managing our end‑to‑end supply chain, from our suppliers all the way through to our channel partners. Subsequently, I've led a boutique supply chain consulting firm. We do business across about seven verticals.

Roddy: Jake, you've touched on a couple of points that are key in healthcare. One is “patient-back” or “shopper-back,” as Procter & Gamble calls it. The second is “moment of truth.” The third is how you design the business. Talk a little around moment of truth because it's directly translatable to the patient in healthcare. What did that drive? What kind of new metrics and behaviors did it drive in Procter & Gamble?

Jake: The recognition was that the way we were running our cycles and sequencing of our supply chain was actually inside‑out instead of outside‑in.

The "aha" moment came when our chairman and CEO at the time was focusing and trying to push us to recognize that if you can't win at the touch point where the consumer chooses to interact with the company—no matter whether that's through various channels or whatever—you never have an opportunity to get them to come back. We were experiencing business outages.

In the grand scheme of things, we were a benchmark across our industry for service and supply, but the numbers do lie. When you look at it you say: We're 99 percent service level but wait a minute. What is the value of the one percent? The one percent, across a global business as big as ours, was literally a billion dollars.

When you think about retooling, what you have to do is understand that the cadence and the sequence with which all your processes work, from that touch point with the consumer or the patient coming back, you have to rewire them. It's both process and technology. I would say it's process leading the technology for how to apply those.

Roddy: That in itself is an important point. Jake, I want to pick up on a point you and I have spoken about many times, and that is Procter & Gamble, leading manufacturers never chase after 100 percent demand‑focused accuracy. It's just not possible.

However, P&G always used to say, "If we get it 95 percent right, that's great, but we know our capabilities so well that even within that four or five percent inaccuracy, we're still agile enough to deliver on‑time, in-full to the shopper shelf." Talk a little bit about that.

That's a challenge that I don't think a lot of pharma companies, who've been protected by high margins and putting hundreds of days' worth of inventory in all of the supply chains—that's not the way they've operated.

Talk a little around that challenge of operations excellence and delivering to schedule, delivering to plan, and meeting the requirements to be available at the shelf or at the patient in healthcare.

Jake: Every industry has different cycle links around their production process in QA vetting and regulatory requirements, etc. At its very core, you have to ask yourself, "What is it I need to do to be continuously improving the agility and the response time of that process?"

We always looked at the entire end‑to‑end supply chain as a machine instead of viewing it as disconnected pieces that required you to build huge buffers. Obviously, you need some buffers to cover safety, but really, the transformation that I'm witnessing in life sciences is very similar to virtually every fast consumer type of the business today.

The product lines that they used to have are morphing into, shorter‑cycle, higher, more frequent expiry‑type products that are individually crafted—all the way down to DNA‑specific drug regimens, etc.

The process that you're referring to, as you think about how you're doing process control and not only shop floor operations, you have to have a level of intellect around where the defects are, how the lines are running, whether you're running off center line or not, whether you're drifting in your performance. You can't wait until after to address it. You have to put in countermeasures.

To your point on metrics, our metrics changed significantly. How we were rewarding our people, whether they were in managing a plant that had shipping responsibility. It wasn't, "Did I just get it in a truck on time?" It's, "Did I fulfill it all the way to the point of consumption on time?" That changes the methodology. It changes your psyche of how you think about running the shop.

Am I going to delay shipping something? Am I going to go back and rework some of the causes of the reason why I'm holding a truck to be able to get out so that I can be more agile into the market? I call it crawl‑walk‑run. Obviously, you have to roll up your sleeves, do the work on the process side to understand where the defects and the level of losses are.

It requires a commitment to getting more digital in how you capture data and analyze the data. It requires your people to become more proficient at identifying those gaps and issues, and then for you to install predictive capability so that you know up front instead of reacting afterwards.

Roddy: One of the other best‑in‑class benchmarks that I have with P&G is the supply chain team got on with the day‑to‑day business of making sure product is available on the shelf. There was a strategy team under the consumer‑driven supply network team, under yourself, under the chief supply chain officer that was focused on building and codifying capabilities and best practices across the business.

My biggest challenge that I have to mentally grasp is how on earth pharma companies are going to build this brand‑new supply chain capability by people doing strategy capabilities and building new capabilities in their spare time, as well as running the business. Talk a little bit about the consumer‑driven supply network team.

What was the day‑to‑day focus of the business? Where did you report in the business? What sort of impact did you have on the implementation of supply chain strategy?

Jake: The great news is we were directly responsible for delivering business outcomes. I don't suggest any team that's responsible for a transformation effort be disconnected from the operating outcomes. It has to be part of how they're rewarded as well.

You're not doing this for fun. You're doing it because you're trying to transform how you deliver a measurable output, the revenue for the company, the margin for the company, the agility, the cash that's required, so they can free up cash to put it back into product innovation and new equipment purchases, etc., all those things that keep you ahead instead of running from behind.

I want to speak for a second to the first part of your question because it was a multi-part one. You've got to understand—I want to go back to this machine analogy—the farce for most people, the error for most people, is that they believe that besides the unit op that's metal, that's connected to the floor, the rest of their work really isn't a machine. The reality is it is.

It's got process controls and defects, so if you don't step back on the people element, you said, "Hey, wait a minute. What were we trying to do to codify?" We recognized that despite having one of the most exhaustive implementations of ERP backbones on the planet, etc., it was all the same, by the way.

We had huge variability in how processes were being executed, people setting different parameters for how the machines would operate, even though they were sitting side by side, working on the same machine. We literally got it down to understanding that not only did we have to give people initial training, but we had to validate and qualify their skill level.

I'm working with a couple of companies now, Roddy, coming out of the pandemic. Reality set in as the pandemic started to hit its peak. The companies in question, some very big‑nameplate companies who stepped back, and they couldn't answer very basic questions of, "How much capacity do we have? How quickly can we get it into the market?"

Their people, across the unit ops, were calculating the capacity differently, one of the more basic, fundamental things. If you don't invest in the people that you have that are the machine, how do you ever expect it to generate the performance and the business outcome?

In the kind of chaos that we operate in today, high levels of demand volatility, needing to change the way the network is connected, the ecosystem, using more contract operators, getting assembly centers, new suppliers, it's a constant flow and flush. You've got to invest in the backbone of your people running it and with the technology that you give them to augment.

They can't go off and look at a million transactions per day or a week. They got to have something that goes and does some initial flush and says "Hey, here's where I see 15 issues percolating. Now you determine what to go do about it."

Roddy: Jake, you touch on another really important point. Besides the CDSN team or the consumer‑driven supply network transformation team, the fact that the problem‑solving mechanism or process in P&G was to start where the problem happened and walk back into the supply system.

You find in the healthcare industry, where margins are 80 percent and there's 300 days' worth of inventory, they tend to just stuff the system full of inventory and people will get their product.

Whereas P&G, without those margins, said, "Look. Let's go to every stock outlet. Let's walk virtually from the place at which the problem happened all the way back into the supply network and try and understand, what were the characteristics that we needed to meet up to have this product on the shelf?"

Toilet paper, tissues, health and beauty care all have different cycle times, all have different demand patterns. The most intriguing part of the story is the fact that you've got about 400 percent returns from a set of losses, simply because to your words, you found problems that existed as you walked from the shelf back to supply you didn't even know existed.

Those are not only technology, those are people, process, and technology issues.

Jake: I describe it as it's the gift that keeps on giving. If you link the ecosystem, there is so much underneath the surface. It's like the iceberg. You think the loss is what's poking through the water. For us, it was that initial out‑of‑stock.

The reality is, there was four to five times that amount underneath the surface all the way from the suppliers to the channel partners that we weren't seeing because we couldn't get to that level. Once we peeled off the top and started dealing with that, the box opened up again and we said, "Oh my God, there's another setup. There's more money here." It just kept raining money.

Roddy: I think that's profound, because I honestly believe that's where the healthcare ecosystem is going to go. I mean, yes, there are obvious issues like, "This product wasn't serialized. This product was in a cold chain and you lost the temperature, so we're going to throw it all away."

As you dig down in these issues, there's going to be layers and layers of people, technology, process issues that you're going to uncover that lead to massive returns for the business. What I think is a best practice at P&G, and there are very few other companies that achieved this, was codifying that approach to instituting best practices. In other words, what are the people best practices?

What are the technology, the processes, etc.? As you look for this issue, as you analyze this issue and you ask why five times and you dig into the root causes, you're going to find lots of problems. You've got to then systematically go and address them.

Jake: You will, Roddy. I want to build on something you said earlier. If you think this is just a simple connecting of the ecosystem, it's not. I want you to understand, it's iterative. You're going to actually make decisions in the early states to link the way the ecosystem is connected that you will then rewire in a couple of years as you peel it out and uncover more.

That to me is one of the strengths when people get into the transformation effort. If they think it is a one‑time deal, they're missing the point. Again, you've heard me use crawl‑walk‑run. In the crawl space, the way you link the process is to get value, the way you'll use technology to get value, the way you'll organize to get value will be different than in the walk and the run stage.

You'll be able to make different changes as you start peeling it back.

Roddy: I think you raise another point, just to go back to the consumer‑driven supply network transformation team, I saw over the 5, 10 years I was involved with you, I saw that team change a number of times. As you go from different business units where their focus is on different products, different cycle times, different challenges.

What may have been central procurement eventually became devolved procurement, which eventually became devolved problem‑solving on sites, which eventually became centralized visibility of the supply chain. There's no one size fits all, stick in a transformation team, walk away, and in five years' time, walk away and you've got a different supply chain.

It required continual nurturing, continually changing the performance and the culture of the organization. What would you say about the leadership of the supply chain organization and how it was perceived in Procter & Gamble as being strategic?

Jake: We, like any other company, went through our own journey. That's still continuing to evolve today. If you look at the challenges of the firm that I no longer am with, they continue to evolve in the approach because the challenges of the demand volatility, it's cycle response time to the channels, the needing to get things in six hours versus two days or three days, where it was before.

The psyche, though, the supply chain leadership, is both a business leader and a supply chain leader. They're expected to bring and identify gaps and opportunities. Now when we're talking about in the business operations planning meeting, which many people call S&OP.

You're looking and saying, "Hey, we're running ahead of pace on the yield rates on the production. We have more we can sell. Where could we take advantage of it? What market? What margin level would we be able to get? Should we run an additional feature in Merchandising? How much could we support?"

Those are completely different dialogues today than they were before, which was the old school, I'd call it, pointing fingers, demand‑and‑supply matching. "You should have been more accurate on the forecast."

"Oh, no, you should have known that your yield was going to be X or Y."

Roddy: Jake, you and I could go on talking for literally a day as we have done on all the benchmarks that I always associate with best‑in‑class from Procter & Gamble.

Let me just reflect on a point that when the pandemic was socialized more broadly, P&G in my opinion was, if not, the first company to come out and say, "These are the thousands of our products, by number, that are going to be impacted because of this disruption in the supply chain."

I still haven't seen many companies come up with any numbers that say, "By the way, 50 percent or 20 percent or X thousand number of our products are simply not going to be able to be delivered, because we're missing the components."

Procter & Gamble, by delivering this control‑tower visibility across the business, just proved that they had a handle on the end‑to‑end capabilities of Procter & Gamble. Any points you'd like to make in closing, Jake? Any advice you'd like to give?

Jake: Yeah, I'd give you two. The first is, no company is perfect. Every company has its challenges. Even in the middle of the pandemic as we're still experiencing the outages, companies are still going to have supply outages.

The question is, are you reacting to them, or are you proactive upfront, knowing they're going to happen and then making business decisions about what you can do about it, how you keep your partners informed, how you use alternate supply if available, how quickly you're able to adjust on the fly to those kind of gaps?

That's the first thing, is realizing, that's where, if you dedicate yourself to this, your process, your technology, your org design, helps to facilitate that more rapidly. The second is, again, just reiterate the point, look, you've got to understand, the transformation effort is a journey. It is a journey. It's not a one‑time effort.

You've got to make that part of your normal routine, to sit down and say, "Forward‑looking, what do we expect the volatility to be over the next 3, 6, 9, 12, 18, 24, 36 months? How are we planning to build our agility to match those changes that we're predicting? What are we doing on the process front to get our people better prepared for that?"

Because the best job description I have for our chief supply chain officer is, in the old world, their job was to report to the CEO and look for some cost savings. In the new world, their job is to actually blow up the business model and reinvent it virtually every two to three years.

Roddy: That's very insightful. On that note, Jake, there's a really good reason why, like Apple, Procter & Gamble was retired from the AMR Research Gartner top 25 in the very early stages. Procter & Gamble was always up in the top five of all of the supply chain companies that were assessed.

It always gives me great pleasure to talk to you and to talk about Procter & Gamble as one of the best benchmarks to supply chain capabilities on the planet. Jake, thank you for making the time. We appreciate it.

Jake: No problems. Hats off to the team that I worked with.

Roddy: Yep, I'm sure. Thanks Jake. Bye‑bye.

Jake: All right. Have a great day.


Return to: The Patient-Driven Supply Network

PodcastSupply Chain Collaboration, Supply Chain DigitalizationSupply Chain

Table of contents

Subscribe to Agile Supply Chain Insights
Stay informed with the latest patient-centric agile supply chain thought leadership content.
SUBSCRIBE
Subscribe to Agile Supply Chain Insights
Stay informed with the latest patient-centric agile supply chain thought leadership content.
 

Thank you for contacting us; we’ll be in touch shortly.

Related Content
digital-transformation-3.png
Podcast Episode 20: HFS Research on The Agile Supply Chain Credo and the New Era of Supply Chain Transformation
Learn about The Agile Supply Chain Credo and get expert advice on how to carry our your supply chain transformation.
View More
thoughtleadership_supplychain_tablet_warehouse_networkcomposite.jpg
Podcast Episode 15: Radhika Subramanian on Supply Chain Agility and the Benefits of Thinking Across Silos
Slalom Practice Director Radhika Subramanian offers a step-by-step guide to achieving supply chain agility. Watch it now.
View More
thoughtleadership_supplychain_shipping_boxes_conveyorbelt.jpg
Podcast Episode 5: Pat McLagan on Why Supply Chains Are at a Tipping Point
Get supply chain transformation expert Pat McLagan's take on why it’s past time for supply chain mental models to change.
View More

Cookie Settings

When you visit any website, it may store or retrieve information on your browser, mostly in the form of cookies or similar tracking technologies. Please see below for an overview of the categories of cookies and similar technologies used on this site. You can allow or deny some of all of them, except Strictly Necessary Cookies which are required to provide the site to you. However, blocking some types of cookies may impact your experience of the site and services we are able to offer.

Please see our Cookie Policy for more details, including a list of the cookies we use. You can change your consent options at any time by following the “Cookie Settings” link in the Cookie Policy.
'Strictly Necessary' cookies let you move around the Site and use essential features like secure areas, shopping baskets and online billing. Without these cookies you would not be able to navigate between pages or use certain vital features of our Site, so we do not require your consent for their use. These cookies don't gather any information about you that could be used for marketing or remembering where you've been on the internet. For example, we use these Strictly Necessary cookies to identify you as being logged in to the Site. You can set your browser to block or alert you about these cookies, but if you do so, some parts of the Site will not work.
'Performance' cookies collect information about how you use the Site, such as which pages you visit, the time spent on the Site and if you experience any errors. We use performance cookies to provide aggregated statistics on how the Site is used and help us improve the Site including by measuring any errors that occur.
'Functional' cookies are used to provide services or to remember settings to improve your visit. We use 'Functionality' cookies to remember your settings and choices and show you when you're logged in to the Site.
‘Targeting' cookies are linked to services provided by third parties, such as 'Like' buttons and 'Share' buttons. The third party provides these services in return for recognizing that you have visited the Site. We also use 'Targeting' cookies to gather information that could be used to display content that we think may interest you.
Home

Footer

  • Quick Links
    Get a Demo
    Fast Facts
    The Network
    OPUS Platform
    Technical Support
    Open Jobs
    API: Terms of Use
  • Products
    Multienterprise Information Network Tower
    U.S. DSCSA Compliance
    Targeted Recalls
    Supply Chain Work Management
    Serialization
    Global Compliance
  • Resources
    Resource Center
    Events
    TraceLink University
    Partners
    Customers
    Community
  • About TraceLink
    Our Story
    Newsroom
    Culture & Careers
    Leadership
    Our Values
    Corporate Social Responsibility
  • Hot Topics
    Supply Chain Visibility
    DSCSA Compliance
    Supply Chain Collaboration
    Kazakhstan Compliance for Pharmaceuticals
    Kyrgyzstan Compliance for Pharmaceuticals
Follow Us on Social
Facebook
Linkedin
X
Legal & Trust.
© TraceLink Inc. 2009-2025 All Rights Reserved
Contact Us Today
Contact us today to digitalize your end-to-end supply chain for streamlined orchestration.
Contact Us
Stay Up-to-Date
Subscribe to receive industry insights and stay at the forefront of evolving trends.
Subscribe