#122: Ivanka Janssen, Chief Supply Chain Officer of Philips

#122: Ivanka Janssen, Chief Supply Chain Officer of Philips Featured Image

Ivanka Janssen is the Chief Supply Chain Officer of Philips. Ivanka is one of the most prominent supply chain executives in our network. She has had a long career across different facets of the supply chain in several companies across the fast-moving consumer goods industries and for the last three years, she has been leading the supply chain function for Philips.

Listen to the full discussion here:

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Connect with the Guest:

 Ivanka Janssen: LinkedIn

Some of the highlights from the podcast:

  • How Ivanka started her career in supply chain by working 4 shifts and how her father told her decades ago the future is in SCM
  • Philips’s shift to using AI and ML in planning and forecasting processes – and lessons learned
  • Five-pillar program of boosting S&OP processes – I learn, I adopt, I play, I ensure, and I enrich
  • Efforts and initiatives that organizations can do to a more diverse work environment

Show notes:

  • [01:00] Let’s start with the beginning of your journey. How did you end up in the supply chain?
  • [03:53] Coincidentally, I would maybe I was partially influenced by the fact that my dad said to me that the future is in supply chain. 
  • [05:26] Can you share with us one or two case studies of how you are doing things differently in Philips, especially in your supply chains to adapt to this new reality?
  • [05:53] One of the things we have done is we went full-fledged into using AI and ML in our planning and forecasting processes. And the next step we have done is really boosted our S&OP excellence.
  • [09:16] Invest in talent and invest in your people. The supply chain teams are getting tired because it is so volatile and there is so much that the supply chain teams need to do, so hold on to your people,  invest in them, and find a way that people invest into the future.
  • [11:59] How do you set up these models and these teams to make sure that the models and the information you receive are accurate and at the same time useful in the company?
  • [12:50] You will need to do trial and error and some things are going to work while others are not going to work. Apply the famous fail-fast methodology- learn from it, move on, and try again.
  • [15:25] Listen to the markets with their specific input and their specific knowledge, and allow for the enrichment on top of the models.
  • [17:35] Are there certain things that you’ve seen work better in terms of making sure that all the different departments and all the different executives driving the different teams are on board the S&OP processes?
  • [19:00] We have basically a five-pillar program- I learn, I adopt, I play, I ensure, and I enrich.
  • [22:41] How did you ensure that people were indeed taking risks and that they were well looked after around this time? Given that working remotely is much difficult to do than if you’re in the office.
  • [24:04] With my leadership team, what we do is we have what we call “booster calls” in place. In those calls we don’t talk about all the issues we have or the business, instead, we talk about ourselves, how we feel, and how we energize ourselves.
  • [26:39] Maybe tell us about some of the initiatives you have within Philips and in your previous companies when it comes to the topic of diversity.
  • [27:22] The more you can reflect the society in the work environment, the closer you are to where the consumers and customers are. 
  • [29:53] 60% of my leadership team is composed of females and we came from a very low base, I think we had 17% somewhere near three years ago, so it does help if you have a focus on it.
  • [31:10] If you were to give a piece of advice to your younger self or to somebody that’s just graduating and looking to build a successful career, what would it be?
  • [32:41] My advice to people who want to work in the supply chain or choosing a career in supply chain is to build their own resilience. Do not take everything too personally and at heart because in supply chain is there will always be something that needs to be improved and there will always be something that may go wrong.

Related Episodes:

#119: Francesca Gamboni, SVP Global Supply Chain At Stellantis

#120: Xiuling Guo, Managing Director Of Cargill

#121: Transportation And Last-Mile Space Investments By SoftBank

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