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Strategy gains, we implement a transformation project with our digitalization team, which is dedicated to finding innovative solutions that can improve our operations. That said, the quality of data is essential; if it is unreliable or out of date, the results will be irrelevant.
I personally believe that if you don’ t accept, embrace, and integrate automated processes and new technologies – including AI – today, then you risk losing business to a competitor that has decided to do otherwise. It’ s all about future-proofing your business.
5. As a female supply chain manager, what advice would you offer other women in the same role, or those seeking such a role? I feel that I have made a difference throughout my professional career through performance and hard work, and I have found that when you meet or exceed the goals set for you, your skills are recognized, regardless of whether you are male or female. My first and top-line piece of advice would be to always be determined, strive for concrete performance, and never give up.
Second, regardless of your sex, the supply chain is a hands-on profession. Be it in warehouse logistics, industrial production, demand planning and forecasting, or purchasing and customer service, I found that to fully understand the various aspects, it was beneficial to work in each of the different operational areas. Today’ s supply chain is very dynamic, and it’ s not just about figures and systems; it is primarily about operations and reality on the ground.
6. Is there anything you know now that would have been helpful five or ten years ago? The supply chain makes it possible to anticipate manufacturing, distribution, and supply conditions from the design stage onwards, and is a real strategic lever for the company. I’ ve only appreciated this more with time. When I started my career, the supply chain was considered an operational function, mainly based on meeting production needs and customer orders, but this reactive approach is no longer viable today. The supply chain must be considered the backbone of the company, as it connects all departments and ensures delivery of the right product at the right time, in the right place and at the right cost. The ultimate goal is always customer satisfaction. ■
Aurélie Alix www. jpb-systeme. com / en /
Aurélie Alix is supply chain manager at JPB Système, a leading manufacturer of efficiencyenhancing technology solutions for aerospace, aeronautic and other industries; and a supplier to aircraft engine manufacturers that include Pratt & Whitney, Rolls-Royce, and Safran.
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