THE SUPPLY CHAIN INTERVIEW
“ To keep pushing forward, we are redesigning packaging, working with suppliers on climate targets and increasing the use of low-carbon materials,” Graeme goes on.
“ A modern supply chain must be both commercially and environmentally resilient – and that is exactly what we are building at Coty.”
Continued transformation For both Graeme and Coty, the next 12 months will be focused on embedding the transformation already under way.
This translates as scaling AI tools, rolling out further automation in key factories and pushing harder on Scope 3 progress – particularly through close collaboration with suppliers.
Graeme also wants sharper alignment between inventory and what retailers and consumers actually want to buy. Part of this will involve fully utilising new planning platforms and what he calls“ collective sensing” in the markets, where commercial, finance and supply chain teams share what they see and act on it quickly.
Underlying everything are three priorities: people, service and cost. Graeme concludes:“ Capability building and spending time with teams will remain a key focus. Service is about availability, responsiveness and reliability. Cost is about freeing up every dollar, cent, penny or euro we can, so we can reinvest in our brands and future growth.” supplychaindigital. com 35