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chain leader overseeing both business and technology consulting. EY covers multiple areas, but my role sits within the consulting services arm, in which we have a comprehensive end-to-end supply chain division that focuses on everything from planning and procurement to manufacturing and logistics. I’ m passionate about leveraging new technologies within supply chains to help our clients achieve results, streamline processes, and maximize efficiency.”
Responsible for driving, overseeing, and growing the supply chain team, Al is committed to building a better working world and empowering organizations to thrive in today’ s ever-evolving industry. Al also serves as the Deputy Presiding Partner on the Partner Principal Council, on the Board of Directors for the Metropolitan Economic Development Association( Minneapolis) and supports EY’ s internal groups like the EY Latinx Supply Chain Professionals Network and Women in Consulting initiatives.
Why culture is key
Elaborating on the importance of company culture, Al continues:“ Over the last 25 years in the industry, I’ ve come to appreciate how culture and working environments shape our approach to work, especially in the consulting sector. At EY, every person is genuinely respected, and our culture is one that embraces a team sport mentality rather than individual responsibilities. Collaboration across teams not only creates an exciting environment where people want to grow and develop, but it also drives the best possible results and fosters success for our clients.
“ I’ m fortunate to have had some fantastic mentors throughout my career, and I try to emulate the qualities they’ ve taught me in my own leadership roles. I believe that a good leader is one that gets pushed to the sidelines because the people they serve are capable and hungry for more responsibility. I’ m also passionate about supporting emerging talent to create leaders for the future, as well as setting the tone around our values and clients.”
As our conversation continues, talk turns to some of the latest issues and trends facing supply chains around the globe.“ Ongoing discussion over tariffs is complex and the impact depends on each client’ s supply chain model, so there isn’ t one specific answer or solution,” Al explains.“ We have clients with multi-national, vertically integrated supply chains, for instance, which have a high degree of freedom with several suppliers and multiple manufacturing sites. On the other hand, some supply chains are very locked in, and these clients are creating new strategies or maneuvering suppliers as best as possible.
“ However, any company, regardless of its supply chain model, must first acknowledge their position in the market to understand how to best deal with changing regulations and stay ahead of their competitors. For example, we’ re working with a health consumer packaged goods business, which recognized that operating a manufacturing base abroad could put them at a disadvantage. This client created analytics to evaluate the impact, and within 45 minutes of each tariff announcement, they could leverage these analytics to understand the direct impact on their supply chain. The business established a cross-functional group to act on these insights, and by acknowledging the potential disadvantages so early, the business put processes in place to navigate the ongoing uncertainty.
“ There are always going to be long-term disruptions, whether it’ s Covid-19, supply shortages, or global politics, so businesses must continue to embrace dynamic resiliency,” he suggests.“ Data-driven, crossfunctional responses are key characteristics for making strategic decisions, but many businesses are opting to freeze longer-term decisions as the supply chain is so dynamic and uncertain.”
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