THE SUPPLY CHAIN INTERVIEW
A joined-up system Graeme’ s role involves ensuring Coty’ s end-to-end network behaves as a single, joined-up system, rather than a collection of silos.
Most mornings begin by reviewing performance with his team: service levels, capacity, inventory positions and demand signals from AI models.
“ That gives us an early warning system for where we might need to act,” he notes.
From there, his time is split between running the business and changing it. That includes day-to-day operational work alongside longerterm transformation projects such as reviewing new digital tools, automation programmes or investment decisions.
People development is another major focus:“ We are in the process of upskilling around 1,000 leaders and giving half our workforce digital tools by 2027, so coaching is a big part of my role.”
Building resilience The events of recent years have taught Graeme and his team a crucial lesson: no disruption can be treated as a one-off event. It is critical, therefore, to“ build resilience into the system upfront”.
Structurally, Coty has diversified its approach. Graeme continues:“ We have strengthened supplier relationships, increased dual sourcing where it really matters and designed our manufacturing and logistics networks to be flexible so we can pivot faster when things change.
30 January 2026