The New Supply Chain Baseline

Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I have over 15 years of experience across industrial manufacturing, mining, engineering, and consumer packaging supply chains, spanning demand planning, inventory optimization, and end-to-end planning transformation. My work has combined hands-on operational roles with global consulting and SME responsibilities, particularly around SAP IBP, PPDS, and advanced planning design. I’ve led full-cycle planning implementations, supported complex aftermarket and make-to-order environments, and advised leadership teams on balancing service, cost, and resilience. What differentiates my experience is operating at the intersection of planning theory, system execution, and real-world constraints.

Q2. What is the one shift in industrial supply chains that most changes planning decisions today, and why does it matter more now than two years ago?

The biggest shift is the move from cost-optimized, forecast-driven planning to resilience-aware, scenario-driven decision-making. Two years ago, volatility was treated as an exception; today, it is the baseline assumption. This matters because planning decisions now need to price risk explicitly, not just efficiency. Lead times, sourcing strategies, and inventory buffers are increasingly strategic levers rather than purely operational ones.

Q3. Where do advanced planning tools…