Mineros S.A

When we talk about the supply chain, we think of an infinite number of related topics, such as supply strategy, demand planning, warehousing/inventory management, S&OP, procurement of goods and services and its categorization, deliveries, imagination, effort, passion, etc. The foregoing statement is framed synchronously with orientation, operational discipline, and technical rigor of the team management of the chain.

In the Mckinsey article, “Transforming supply chains: Do you have the skills to accelerate your capabilities?” Supply chain professionals right after the aftermath of the pandemic dealt with numerous challenges. Coupled with the realities we face today, such as high inflation rates, disruptions in raw materials due to the conflict between Ukraine and Russia, and the market tensions, make supply chain professionals the focus of C-Suites from any company. Now, the new catch phrase is “Supply Chain Professionals Matters”. The focus and success of maintaining high standards in companies refers to the reskilling and capabilities that supply chain professionals must have to be accountable.

Although emphasis is placed on expanding hard skills, the challenges lie in strategy, digitization, and technology advantage and data analysis. I will mention in this text other topics of relevance, which are imperative in the orientation of supply chain professionals. It is key that they are resilient, can adapt to disruptions, act swiftly and efficiently, and adjust to internal and external shocks based on a VUCA (Volatility, Uncertainty, Complexity and Ambiguity) atmosphere. In my 18-year career as a supply chain professional, I always suggest to my colleagues and teammates to focus on:

1. Accept the unpredictable reality of situations. Embrace the chaos by facing unplanned situations with focus, and learning the best ways to navigate through it.

2. Be in the constant study of the markets and the world situation. Since anticipation is the virtue of a good planner and negotiator, knowing the environment gives us decision making power.

3. Always maintain sourcing alternatives for strategic and critical categories due to current global standings. I would say that you should never ever come into conflict with a supplier or customer. You never know when you need anything from them again. Make long lasting relationships.

4. Take advantage of volume-based negotiations and maintain controlled prices based on costs indexed to products. Intensive meetings with key actors must be held.

The focus and success of maintaining high standards in companies refers to the reskilling and capabilities that supply chain professionals must have to be accountable. 

5. Always put oneself in the place of the client and suppliers. Companies are known for their performance on how they treat their clients and suppliers. We must constantly uphold suppliers and customers as being highly valued stake holders.

6. You should always work the extra mile. Remember that at any given moment, there may be an emergency. Solving the problem may simply entail being there, fully present and engaged.

7. Always be focused on the purpose. Nonetheless important, I believe that a deciding factor in obtaining positive result in logistics is dependent on team leadership. For example, I always give acknowledgment to my high-performing teammates, being mindful of my praise but also being consistent. Ultimately, the positive impacts of our management style will elevate the organization and build comradely.

Considering the items I mentioned, I also urge every CEO to ponder the level of concern regarding the current environmental shifts we are witnessing in our line work. When logistics ceases to be a niche commodity, and becomes a ubiquitous service, we must be aware of the environmental challenges that lie ahead. We should strive for carbon neutrality in everyday operations to promote sustainability and aim for a better world for future generations.

These challenges can be effectively solved with mindful execution by a dynamic team of accountable professionals. These individuals should lead with empathy and empower their team with confidence to tackle the tasks at hand; enriching them with a sense of commitment, and motivation that ultimate will create a positive work environment.

The best practice to achieve this is to ensure that professionals at all levels perform the following:

1. Frequent and effective communication.

2. Competence. (knowledge and ability)

3. Vested responsibility.

Also, I always keep in mind that my collaborators and colleagues are my clients too. I must individualize them, take the time to get to know them to better guide and promote their personal and organizational achievements and objectives.

Always keep in mind that in managing high-performance teams, data is more important than opinions. In the most adverse circumstances, we must act calmly and consciously. As one of my favorite teachers used to say, "Leadership should be like water, it adapts to any shape."

Finally, as a manager, I have always had the conscious practice of the phycologist, Carl Rogers, based on the statement called "unconditional positive regard", which means that we must always have a sharp focus on the positive where trust in people is based on competence, sincerity, and credibility. It is imperative to acknowledge that the way we think and the content of our speech can have emotional impacts on teams as a whole. So, my invitation to you is that despite the circumstances and the challenges that logistics brings today, we should always be one step ahead, accepting what we have in the moment, and taking it in stride to aim for the best.