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Interview
Enhancing visibility
Having mentioned resiliency, we’ re keen to understand Al’ s view on how companies can build resilient supply chains.“ We recently conducted a survey, which revealed that 26 percent are still using spreadsheets and emails to communicate with their suppliers,” he states.“ This is simply not an environment that fosters true data visibility. However, collecting data alone is not enough; companies must translate data into valuable insights that can be applied to supply chain functions.
“ Many supply chain transformations tend to miss their ambitions, with 88 percent of leaders still considering the supply chain as a cost center and 78 percent reporting that they haven’ t recognized the lessons learned by the Covid-19 pandemic. Most of the time, when investments don’ t capture their expected value, it’ s due to a lack of employee buy-in when people don’ t realize how the changes will impact their day-to-day jobs.”
However, EY strives to change this approach to supply chain transformation.“ We deliver true understanding to our clients, sharing why supply chains go beyond cost to transform customer experiences and drive profits,” Al states.“ We build relationships with clients by truly understanding our craft and how our services fit with their business.
“ One of the key transformations I was involved with was that of Medtronic, a global technology life sciences leader with more than 95,000 employees across 150 countries. EY partnered with Blue Yonder to reimagine Medtronic’ s supply chain planning and decision-making functions, tackling complexities and creating visibility to deliver value for patients. This multiyear transformation saw us integrate and cleanse data, leverage cutting-edge technology, and streamline nine planning systems into a single process. With one million SKUs and more than 90 percent of Medtronic’ s total demand value now planned within Blue Yonder, the company has optimized demand, inventory, and supply planning with a ten-to-15 percent increase in forecast accuracy.”
Our conversation with Al suggests that supply chain transformation is no longer optional but is instead imperative to stay ahead of the curve. From his early career in data-driven consulting to his current leadership role at EY, Al brings a holistic, people-centric approach to his role, empowering others along the way. As businesses navigate ongoing uncertainty in 2025 and beyond, Al continues to reframe perspectives and position the supply chain as a competitive advantage.
“ While speed and cost will continue to pressure supply chains, visibility is crucial to building resilient networks that are fit for the future,” Al concludes.“ Companies must modernize their supply chains and create data-rich environments to remain resilient amid evolving market dynamics and trends like AI, labor shortages, and continuous disruption. Aside from internal efficiency improvements, supply chains also provide excellent experiences and are a mechanism used to delight customers.” ■ scw-mag. com 11