Ahead of the 30th Supply Chain Excellence Awards, Logistics Manager asked Timon Soliman, vice president – head of Northern Europe Supply Chain at Procter & Gamble about how the sector has evolved since the 1990s.
Over the past 30 years, supply chains have moved from the background of business to the boardroom. What was once seen largely as a question of logistics and efficiency is now central to growth, reputation and consumer trust.
I have seen that shift first-hand through my career. Supply chain used to be viewed by many as the function that got products from one place to another at the right cost. Today, it is far more strategic. In fast-moving consumer goods, the measure of success is very simple: can people find the products they rely on when they need them? If the answer is yes, the supply chain is doing its job.
The world has also become less predictable. From sudden changes in demand to wider global disruption, businesses have had to learn that resilience cannot be something they think about only when a problem appears. It must be designed into the way teams work every day.
The biggest change I have seen is in the people behind the supply chain
Technology has played an important role in that evolution, but the biggest change I have seen is in the people behind the supply chain. Modern supply chain careers are more varied, more collaborative and more closely connected to the wider business than ever before. The best teams are not just moving goods; they are solving problems, building partnerships and making decisions that directly affect customers and consumers.
That is the lesson I would take from the past 30 years into the next decade. Strong supply chains are built by strong teams. Processes, systems and tools will continue to evolve, but people will determine how well they work.
P&G provides a career by investing in employee development, supporting work-life balance, and fostering a culture where people feel valued, rewarded, and inspired. This has been pivotal in my own growth, but I have seen that long-term approach pays dividends across every team I have worked in. My advice to the next generation of supply chain leaders is to build resilience before you need it, and to start by investing in the people who will carry it through.
Record shortlist unveiled for 30th Supply Chain Excellence Awards
