A supply chain leader with 30 years in manufacturing and operations reflects on the shift to supply chain work, where constant unpredictable events like pandemics and strikes force constant course corrections. Unlike building a plant, supply chain planning demands adaptability while pursuing long-term goals.
Heino? Yeah, I'd like to add from the point of stepping into the leadership role, but also then stepping into supply chain from a different field. I totally have 30 years of experience, but actually only the last 5 years in supply chain and 20 years before in the manufacturing and operations. And that's one of the biggest things when you come from an area. Yes, there's changes, there's influences. On the other hand, you can maybe plan out more in supply chain. you never know what's coming. So it's always about this, Chana just called this the ambiguity, I would say ambiguity and let's say adaptability, that you have your long-term plan, you have your transformation, but here comes the next big thing. And it can be anything from, I'm not only talking, let's say, a pandemic, it can be the next strike, the next law, the next trade thing, you know, everything that comes up. And within that field of never knowing what what change to come, can you still keep your path and adaptability on your long-term transformation? So you have to do a lot of backs and forth, much more than, for instance, when you build a large plant, you can very much more follow, let's say, your plan.
