Project Managers, Supply Chain Planners, and Technical Leaders are often faced with trade-offs for cost, speed, or innovation without a clear strategy of how to choose. The years of pushing products to the mass market every few years are over as consumers continue to be more demanding of their products and the brands behind these products. Innovation is rarely a straight line and the business leaders of the future need to know how to pivot when a roadblock appears.
This session will introduce some basic strategies which are applicable to anyone who works in or with the supply chain at their company. You will learn how to develop a roadmap for supply chain capability, take strategic “time-outs” from your daily work to assess risks, with your team and to recover quickly, and to align on key points of achievement. Additionally, you will learn some of Jonathan’s strategies on how to keep our stakeholders informed, including sharing bad news, and how to continuously motivate teams during 2+ year programs.
Jonathan serves as the Vice President, Clinique Global Brand Supply Chain leader at the Estée Lauder Companies. He is responsible for Demand Planning and Operations for the Clinique Brand in addition to leading the New Product Innovation team. As leader of the Clinique supply chain, Jonathan’s team delivers 5 units every second to a consumer worldwide, delivering over $2B of top line revenue per annum. Additionally, he has overseen the new product launch of the Revolutionary New Clinique iDTM system which delivers customizable benefits at scale for consumers worldwide.
Prior to joining Estée Lauder, Jonathan held the position of Director Commercial Operations, Demand, and S&OP within the Consumer Beauty Division at Coty Inc. He led the creation of the Coty Consumer Beauty Demand Forecasting and Business Planning processes during the merger with P&G Specialty Beauty business including team capability and work process development. Additionally, Jonathan led Commercial, Brand and Strategic Projects reporting to the President of the Consumer Beauty Division.
During his time at Procter & Gamble (P&G), Jonathan held various positions with responsibilities for New Initiative and Product Development, S&OP Operations Planning, Long-Range Inventory and Capacity Planning, FDA-regulated Manufacturing, and Customer Service within various channels including eCommerce. His experience includes leading large organizations, E2E supply planning, corporate restructuring, and commercial route to market expansion. During his time living in Asia, Jonathan successfully led the reorganization of the Supply Chain planning function for P&G’s Beauty Division, which included the consolidation of 15 different sites into two Planning Service Centers in China and Singapore, while delivering organization 30% productivity and improving customer service and inventory metrics.