THE SUPPLY CHAIN INTERVIEW
Graeme Carter wants supply chain to be perceived as a board-level priority. As Chief Supply Chain Officer at Coty, one of the world’ s largest beauty companies, he leads everything from forecasting and planning through to manufacturing, logistics and operational sustainability.
His mission is clear:“ My job is to ensure that the supply chain is a true competitive advantage for the business – not a back-office function.”
That ambition rests on two pillars. The first is building an adaptive, technology-enabled network that can respond quickly as demand shifts across markets and brands.
The second is culture. He wants his team members to“ feel genuine ownership, make fast decisions and see problems as chances to improve the system – not reasons to slow down”.
Graeme brings more than 20 years of operations and manufacturing experience across consumer goods to his role. That background has shaped his perspective on what supply chain really is.
“ It is not a neat straight line,” he explains.“ It is a creative, interconnected system, or even biome, that constantly evolves.”
The Coty network Coty’ s scale demands a supply chain to match. It competes in prestige and mass fragrances, as well as colour cosmetics and skincare. Fragrance and scenting drive the majority of revenue and profit.
The company manufactures across Europe, the US and Brazil, shipping to more than 125 countries. It uses a mix of in-house production and strategic partners to provide the flexibility needed for major launches or sudden demand spikes.
Over recent years, Coty has rebuilt its supply chain around digital tools and AI. More than 20 advanced forecasting models now compete at stock-keeping unit( SKU) level, with automation embedded across planning, logistics and supplier management.
26 January 2026