This edition features a handful of the most influential leaders in the supply chain that are the forefront of leading us into a better future Read More: https://ciolook.com/the-10-most-influential-leaders-in-supply-chain-2022-september2022/

1. VOL 09 I ISSUE 03 I 2022
he
Driving and Leading
Transformation and Innovation
Larry
Larry
an
The
1
Influential
in
2022
Supply Chain
2022
Influential
Most
Larry Phelan, Chief
Supply Chain Services Officer
Global Services Limited

2. The
Stuff is Really
Tricky
Supply Chain

3. Supply Chain

4. upply chain innovation is a team effort that requires active
Scollaboration and buy-in from all levels within an organization,
and it is especially true when it comes to enabling innovation in
the supply chain.
While new and buzzworthy technologies are consistently evolving with
the advancements, innovation in the supply chain is truly a continuum
of small improvements enabling a significantly positive impact in
improving processes or the overarching business model. The supply
chain sector is the backbone of some of the crucial operations for
companies and business organization as it supports the processes
strongly and flexibly.
Like all parts of the business, new technologies, new processes, and
new ways of thinking make operations stronger, more efficient, and
more powerful. There's both an art and science involved in how the
primary fundamentals drive innovation in the supply chain niche and
enhance it, eventually.
For instance, the advent of technology is assisting companies in
building an edge by providing a better service for their customers.
Integrating smart technologies like AI, ML and robotics with smart
software has been a crucial aspect and innovation in the transformation
of the supply chain niche. Big data analysis is making a big impact on
the supply chain industry, especially for companies that are integrating
artificial intelligence into the process in order to identify opportunities
in the market.
Moreover, for the one who is not a statistical analyst, the data from the
integration of these technologies might just look like numbers and text
of a document; however, for the well-versed professionals of the niche,
EDITOR’S NOTE
Embarking on the Horizons
with Comprehensive
Fundamentals

5. this is the information which can be used to shift the tides of the sector and build a competitive edge for the
business.
The ongoing evolution of the supply chain in the logistics industry is prompting us to think about what its future
looks like. More and more industry experts from all parts of the supply chain are influencing this future. From the
physical movement of goods to technology development, supply chain thought leaders are optimizing the old and
introducing some new.
Following these changes, the industry has become illimitably diverse in its capabilities. In turn, the acquisition of
advanced capabilities surfaces new challenges. These new challenges open opportunistic doors for newer, more
dynamic solutions.
Exploring the significant talent and exploring the odyssey of such staunch personalities in the supply chain niche,
CIOLook features the enthralling stories of 'The 10 Most Influential Leaders in Supply Chain, 2022.'
Flip through the pages and indulge in the journey of excellence with exponential industry sagacity making a
significant impact in the niche.
Have a Delightful Read!
Abhishek Joshi
Abhishek Joshi
The
1
Influential
in Supply Chain
2022
Most

6. C O V E R S T O R Y
26
Ledership insight
An Interinsic way
of Leading
20
Glimpse into Future
The Fuss About AI
CXO
08
Larry
Larry
he an
Driving and Leading
Transformation and Innovation

7. Benjamin Gordon
Nexus of the supply chain
Expansion
16 22
Bill Mrzlak
Chanelling Demand
with Expertise
28
Chitra Shinde
A Resolute Leadership
Personality
C O N T E N T S
34
Leader’s Viewpoint
Pharma In The Tines Of
COVID-19 Crisis
What Lies Ahead?
32
Industry Intel
Rethinking the products
of today
for a better tomorrow
38
Integrity the foundation of a
leader
Values & Ideals

8. CONTENT
Senior Editor Alan Swann
Executive Editors Abhishek Joshi
Sakshi Shrivastava
DESIGN
Visualizer Dave Bates
Art & Design Director Revati Badkas
Associate Designer Sandeep Tikode
SALES
Vice President Operations Kshitij S.
Senior Sales Manager Prathamesh Tate
Sales Executives Rohit, John
TECHNICAL
Technical Head Amar Sawant
Technical Consultant Victor Collins
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Research Analyst Eric Smith
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9. Brief
Company Name
Cambridge Capital is a private equity firm investing in the
supply chain sector.
Featured Person
Cambridge Capital LLC
cambridgecapital.com
Benjamin Gordon,
Managing Partner
ChainSequence® is a unique consulting group with extensive
hands-on experience in high-tech manufacturing in
combination with broad consulting experience in Supply Chain
management.
ChainSequence
chainsequence.com
Bill Mrzlak,
President
Intel’s mission is to shape the future of technology to help
create a better future for the entire world. By pushing forward
in fields like AI, analytics and cloud-to-edge technology.
Intel
intel.com
Connor Roe,
Supply Chain Analyst
HP Inc. is an American multinational information technology
company that develops personal computers, printers and related
supplies, as well as 3D printing solutions.
HP
hp.com
Ernest Nicolas,
Chief Supply
Chain Officer
EY provides consulting, assurance, tax and transaction services
that help solve our client's toughest challenges and build a
better working world for all.
EY Global Services Limited
Larry Phelan
Chief Supply Chain
Services Officer
With a global network of customers, partners, employees, and
thought leaders, SAP helps the world run better and improve
people’s lives.
Sap
sap.com
Mindy Davis,
Vice President,
Global Marketing
UPS is committed to moving our world forward by delivering
what matters.
UPS
ups.com
Philippe Gilbert,
President
GSK is a multinational pharmaceutical and biotechnology
company that makes innovative vaccines and specialty
medicines to prevent and treat diseases.
GSK
gsk.com
Sara Braun,
Head of Supply Chain
Supplyframe was founded with a vision of transforming the
way innovators interact with electronic component suppliers,
distributors, and manufacturers.
Supplyframe
supplyframe.com
Steve Flagg,
CEO & Founder
DHL is the global leader in the logistics industry. Specializing
in international shipping, courier services and transportation.
DHL Express
dhl.com
Chitra Shinde,
Vice President
Operations

10. Larry
Larry
he an
Driving and Leading
Transformation and Innovation
I had to embrace a global mindset, learn
to balance my usual hard-charging
approach with empathy
and patience,
master the ability to instigate
and drive
change, work around the blockers,
convince the naysayers
and find ways to
'get the job done' when recipients have
no interest in change.
C O V E R S T O R Y

11. Larry Phelan, Chief
Supply Chain
Services Officer at
EY Global Services
Limited

12. he past couple of years have challenged the ways
Thow supply chains operate. Networks have been
disrupted, with growth and profitability being at
stake. Today's supply chain leaders must be agile,
willing to embrace change, and show an ability to
reimagine the existing networks to adapt to the supply
challenges of tomorrow. Larry Phelan, Chief Supply
Chain Services Officer at EY Global Services Limited, is
one such leader who has risen to the challenges of the
current economic and geopolitical environment by
adopting a truly global mindset.
Starting out as a Procurement Officer, Larry rose to be
the leader of supply chain services at EY, even winning
th
the 15 position of the Top 100 Supply Chain Leaders in
2021! He was granted this award for his remarkable
work as an innovator of more resilient, sustainable, and
diverse supply chains. He also brought about
transformational change at EY by prioritizing culture,
strengthening the connective tissue of their supplier
ecosystem, and elevating procurement as a strategic
opportunity to drive both financial and social value.
Larry is an authentic, inclusive, and inspirational
business leader whose keen support for diverse and
inclusive teams and suppliers was noted with the
WBENC platinum level award for providing support to
women-owned businesses. The instigator of innovation
has been nominated for World Procurement Leader
Award in 2016, 2017, and most recently in March
2022. When Larry is not busy trying to lead and change
the supply chain services of the world – he can be found
traveling, going to the theatre, enjoying golfing with
family, or supporting the local not-for-profit programs.
CIO Look caught up with Larry Phelan on his journey to
becoming a business leader at EY, bringing change to
the supply chain industry, and his future plans.
Belowarethehighlightsoftheinterview:
Brief our audience about your journey as a business
leader until your current position at EY. What
challenges have you had to overcome to reach where
you are today?
My journey as a business leader followed a similar path
as others, proactively accumulating experiences and
building a network of leaders who saw promise in me,
allowing me to develop. From 1985 to 1990, I worked
for three different financial services companies and
began to build my foundational process,
finance/technology, and leadership skills. From 1990-
1995, I worked as a financial systems consultant for
Price Waterhouse (PW). From 1995 to 1998, I served
as the Deputy CIO of PW and Price Waterhouse
Coopers (PwC) as a Senior Partner; they saw something
in me, a bit of a diamond in the rough, untapped
potential, and extended the role to me. From 1998-
1999, I took my process, consulting, and technology
experiences and transferred to the PwC Transaction
Advisory Services business. I joined EY in 1999 as the
EY Americas Operation and Technology Due Diligence
Leader, supporting Private Equity and Corporate
investors, and was in that role until 2008. In 2008, I was
asked to focus on building better linkages between
Finance and Technology as well as lead a small team
managing procurement contracts. In 2009, I was asked
to assess and consolidate all EY teams spending across
the globe in all categories. Now, after a dozen years of
focusing on category, sub-category goods and services,
how supplier relationships can advance top-line
revenue growth, and direct/indirect spend
management, I am proud to say EY teams have an
While many
procurement
organizations focus
solely on quantitative
value, EY teams
believe that value
comes in many
different forms.

13. integrated Supply Chain Service that is broad, from
contract sourcing to supplier management to payment,
organization.
My challenges required self-awareness and self-
reflection. I had to embrace a global mindset, learn to
balance my usual hard-charging approach with
empathy and patience, master the ability to instigate
and drive change, work around the blockers, convince
the naysayers and find ways to 'get the job done' when
recipients have no interest in change.
Tell us something more about your company and its
mission and vision.
As a global leader in Assurance, Consulting, Strategy
and Transactions, and Tax services, EY teams are using
the finance products, experience, and systems we've
developed to build a better working world. That starts
with a culture that believes in providing the training,
opportunities, and creative freedom to make things
better. Whenever you join EY, however long you stay,
the exceptional EY experience of innovation lasts a
lifetime. And with a commitment to developing the
most passionate people, we'll make our ambition to be
the best employer a reality.
Enlighten us on how you have impacted supply chain
niche through your expertise in the market.
EY focus on 'no change, no future' has helped enable us
to transform and continually reinvent the Supply Chain
for EY teams. The components of Supply Chain Services
at EY are diverse and complex. Knowing how to
leverage technology and innovate is paramount. We are
constantly looking at how suppliers can advance our
agenda and bring improvements based on their
experiences working with other organizations.
Describe in detail the values and the work culture that
drives your organization.
First and foremost, since the industry and the Supply
Chain Services (SCS) function is recognized for
delivering savings, the SCS function at EY is laser-
focused on providing quantitative value (QV) in terms
of savings and cost avoidance and the value return EY
teams have come to expect from the SCS function (cost
of SCS compared to QV delivered). However, more
relevant in today's volatile economic and geopolitical
environment, a second SCS focus is on going beyond its

14. I would advise
budding
entrepreneurs to
focus on
sustainability and
diversity and to
adapt our EY SCS
mantra of No
change, no future.

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18. Cambridge Capital’s philosophy is to invest in
companies where its operating expertise and in-depth
supply chain knowledge can help top entrepreneurs and
management teams grow their businesses.
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19. Benjamin
Gordon
W
hen we receive a product or service in our
hand, we associate the delivery of the
commodity with the said brand. As a matter
of fact, to bring the product to people, there is a
network of mediators disseminating in a system. This
system acts as a facilitator and is gratified by the Supply
Chain sector.
Supply Chain is the link between producer and
customer and between the supplier of resources to the
producer. However, if the supply chain looks after the
needs of both the manufacturer and the customers,
who fulfils the sector’s requirement, such as
recapitalization, expansion, and so on?
To cater to these needs of supply chain mediums, the
supply chain expansion and acquisition investors play
an important role in ensuring prompt and reliable
services.
Benjamin Gordon, the Managing Partner of
Cambridge Capital, is an investor in the supply chain
niche. Benjamin holds a vast segment of experience in
the supply chain sector prior to stepping into the
private equity firm Cambridge Capital. The company
oversees investing in the applied supply chain by
providing finance for the expansion, recapitalization, or
acquisition of growth-stage companies in the sector.
With his caliber specifically oriented to the supply chain
sector, Benjamin is determined to provide effective and
reliable solutions for emerging companies in the supply
chain niche.
Let us go through his journey to know the virtues by which
he stands on the top in this sector.
An odyssey that Innovates the Present
In 1999, Benjamin Gordon founded a SaaS logistics
company called 3PLex. He raised traditional venture
capital from major financial institutions, including
Goldman Sachs and Morgan Stanley. They ultimately
sold the business to Maersk, later selling it to IBM.
As part of his experience with 3PLex, Benjamin believed
there was a need for a supply sector-focused
investment firm comprised of traditional senior
investment professionals and relevant operators with a
track record of success who have built significant
companies in the sector.
The supply chain is in Cambridge Capital’s DNA.
Benjamin has spent his career building businesses in
logistics, first with 3Plex, then with BGSA, then with a
series of other companies like EcoSquid and
GreenScreens.ai, and now with Cambridge Capital.
Embracing Mission and Vision with Eminence
“Cambridge Capital seeks to be a founder-friendly and
high-impact investor. We aim to make a small number of
high-conviction investments per year. Our goal is to provide
practical, hands-on assistance in all functional and strategic
areas critical to growth-stage companies in the supply
chain,” states Benjamin.
The company’s philosophy is to invest in firms where
the operating expertise and in-depth supply chain
knowledge can help top entrepreneurs and
management teams grow their businesses.
Cambridge’s supply chain sector focus, unmatched
network, solid historical results, and unique blend of
deeply experienced investors and operators present an
Nexus of the Supply Chain Expansion
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20. Benjamin Gordon,
Managing Partner
Cambridge Capital
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24. BillMrzlak
Chanelling Demand with Expertise
Chanelling Demand with Expertise
truly effective supply chain actually owes its
Asuccess to a long string of disparate yet
interdependent processes. And, as most of us
have learned more recently, maximum supply chain
functionality also depends on seemingly unrelated
global events, both large and small. To best meet
demand, proactive planning is key.
However, in the past two-plus years we have seen
global disruptions, due to COVID-19, volatile weather,
and slow-to-respond, reactive planning do their worst
to turn the global supply chain infrastructure on its
head. In some critical cases, it even stopped functioning
altogether.
While catastrophic or unexpected events cannot be
avoided, with the power of human intelligence, we can
craft proactive solutions that can more rapidly restore
economic equilibrium and further business growth and
investment. One such leader facilitating smooth
deliveries globally is Bill Mrzlak, who has been working
exclusively within the supply chain sector since 1995.
He is the President of ChainSequence and continues to
be an unstoppable force when it comes to guiding his
client partners in achieving more committed, effective,
and competitive sales and operations planning with
innovative solutions that are geared toward long-term
success.
We recently caught up with Bill to discuss his ongoing work
in this space, and are excited to share these interview
highlights as well as several well-earned insights below:
Brief our audience about your journey as a business
leader until your current position at ChainSequence.
What challenges have you had to overcome to reach
where you are today?
Until the mid-1990s, I was among the top-producing
partners working at a large management consultancy
firm, serving clients within a wide range of industry
sectors. In 1995, I pivoted to manufacturing concerns
and started working exclusively in the supply chain
sector. From that moment forward, I found my passion,
and it has continued to grow my knowledge of all things
related to Supply Chain and Sales & Operations
Planning.
In 2009, I launched my organization, ChainSequence, a
premier supply chain and S&OP consulting group.
Recognizing that my practice serves a niche market, I
succeeded in this highly competitive field through
undisputed expertise and excellent client service in two
primary areas – S&OP and supply chain planning.
Hard-won experience has taught me that you can't be
all things to all clients, but by doing what you do best,
you can be the partner of choice. Clients attest that
this enduring enthusiasm still comes through in each of
my engagements.
Tell us something more about your company and its
mission and vision.
ChainSequence's mission statement is clear:
“Committed to helping enterprises identify challenges,
create innovative solutions, and implement lasting
improvements in Supply Chain processes to advance Sales
& Operations goals.”
We're able to achieve our mission by following an
inclusive, collaborative approach,
Ÿ Maintaining an extensive knowledge base of S&OP
and supply chain planning principles for a vast
spectrum of industries and geographical locations.
Ÿ Adhering to our philosophy and fundamental
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25. Bill Mrzlak
ChainSequence
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23

26. Ÿ practice of knowledge-sharing with our client
partners to ensure ownership of each solution; and
Ÿ Quickly assimilating into our client partners'
environments, becoming an integral part of both the
team and the solution.
Enlighten us on how you have impacted the supply
chain niche through your expertise in the market.
The demand for S&OP and supply chain expertise has
never been higher, so the sheer number of supply chain
consulting groups currently working in the
manufacturing space comes as no surprise.
To succeed in this crowded field, a consulting firm must
develop and commit to a differentiator that allows its
services to stand out.
First, we have deliberately broadened our client
partner base to include semiconductor and electronics,
CPG/Food and Ag, Medical/Pharma, and modular
furniture systems, among others.
Second, we leverage our experience, best-practices
expertise, and proven knowledge-share approach with
customizable services that maximize the data-driven
st
realities of the 21 -century manufacturing and
commerce.
Our cross-industry knowledge-sharing empowers our
client partners to apply best practices they might not
have previously considered. It brings a higher return on
their investment and furthers our expansion into new
markets.
Describe in detail the values and the work culture that
drives your organization.
From its inception through today, ChainSequence only
focuses on two primary service offerings: S&OP and
supply chain planning. While other areas reside under
the supply chain umbrella—warehouse space planning,
logistics, etc.— ChainSequence's philosophy stresses
top-tier excellence in our two offerings, which impact
an organization's bottom line the most.
Our expertise shows and is consistently recognized
through feedback and referrals from our client
partners. It is common for us to periodically return to
our client partners, providing solutions to evolving
issues in today's changeable business climate.
We also have individuals with whom we have worked
for 15+ years, moving with them as they transition from
one organization to another and as they progress in
their careers.
Undeniably, technology is playing a significant role in
almost every sector. How are you leveraging
technological advancements to make your solutions
resourceful?
ChainSequence is an enthusiastic advocate for
technology, but as an integral tool to execute solutions,
not the solution itself. Some company execs hold on to
the false premise that implementing the latest
advanced technology will reduce systemic problems.
It's crucial to remember that People and Processes
come first.
Technology can only provide serious improvements and
competitive advantage once an organization completes
its due diligence by defining and developing a rigorous,
end-to-end process that will ultimately govern the
technology at the center of its business.
ChainSequence's decades of wide-ranging
technological experience serve as proof that “systems
are dumb and require instruction.” Further, instruction
can only come from those key enterprise stakeholders
who clearly understand: 1) what is most important; and
2) the key drivers of their success. Only then can you
make a system selection that best serves those
requirements and configure it appropriately during
implementation.
That said, ChainSequence is leveraging newer
technologies such as AI and ML to greatly improve our
client organizations' ability to better plan demand.
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27. While traditional statistical models can only project the
future based on the past, these new AI/ML models can
predict the future by correlating many different data
points.
These models might work more effectively in certain
sectors but are still useful tools overall. Again, it still
takes stakeholder knowledge within the business
organization to identify those relationships that a
technical resource would use to code the AI/ML model.
What, according to you, could be the next significant
change in the global supply chain sector? How is your
company preparing to be a part of that change?
For years, S&OP was considered a nice-to-have
business luxury rather than the must-have operational
necessity as it is recognized today. Then COVID-19
happened, catching many organizations off-guard in
two ways.
First, unexpected plant closings resulted in excess
manufacturing capacity. Then, when plants started up
again, manufacturers couldn't bring capacity online fast
enough. Material shortages, long lead times, and
surging customer demand put further pressure on
already strained supply chain organizations.
Companies are now staring down the barrel of multiple
international health crises, climate change, and other
unknown events which will continue to disrupt global
commerce.
The need to better plan strategically has become a very
high priority, and organizations are fully embracing
S&OP as the game changer that will drive long-term
business growth. The volume of client requests for
services in this area continues to increase, and we are
well-positioned to answer the call.
Where do you envision yourself to be in the long run,
and what are your future goals for ChainSequence?
ChainSequence enjoys a well-established presence in
the U.S. market. Many of our client partners have
operations located all over the world (Europe, Asia),
and we work on-site with them wherever needed.
In the past several years, we have expanded into new
sectors, and our portfolio includes several client
partners in Europe, which continues to grow. Demand
for our S&OP services is increasing more than ever as
global supply chain shortages, long lead times, and
labor shortages continue to challenge enterprises. With
proactive planning through an S&OP process, we can
help an organization minimize the impact of these
challenges.
What would be your advice to budding entrepreneurs
who aspire to venture into the supply chain sector?
We would advise those aspiring entrepreneurs that
working in the supply chain sector is not for the faint of
heart. Competition can be very high and global supply
chain networks can mean long days to accommodate
different time zones and involve a great deal of long-
distance travel. Solving problems in new industries is
equally challenging.
However, because the principles of supply chain
planning transcend virtually every industry and sector
– from semiconductors to clothing, fruit processing, and
washing machines – the same rules generally apply.
And you will meet many interesting people, learn about
other cultures, and visit fascinating places. For me
personally, it continues to be a gratifying career.
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30. ChitraShinde
A Resolute Leadership Personality
n today's world, women may not always realize their
Ipotential, but once unleashed, they have a direct
route to success. Their capability and abilities are
undeniable when they find themselves in a leadership
role. However, it is simple to claim this, which creates
the need to outline multiple benefits women can bring
to leadership roles.
We have all seen women demonstrate passion,
enthusiasm, and the capability to take command of a
situation when needed. Women can make bold and
wise decisions as leaders; this helps make the team
environment less authoritative and more cooperative,
bringing a family-like feel to the team.
This boosts teamwork across the organization and
helps implement a new culture within the business.
With these significant qualities, Chitra Shinde excels as
a proficient leader and an influential leadership persona
in the modern industry.
Chitra is currently working as Vice President,
Operations at DHL Express, a company that aims to be
the 'Logistics company of the world,' with the purpose of
'Connecting People and Improving Lives.’
In an interview with CIOLook, Chitra shared valuable facts
highlighting her substantial leadership qualities and her
contributions to scaling DHL Express' operations and
progress to greater heights.
Below are the excerpts from the interview.
Chitra, please brief our audience about your journey
as a business leader until your current position at DHL
Express. What challenges have you had to overcome
to reach where you are today?
I joined DHL Express in 1994 as a Management Trainee
in Mumbai, India. From this role, I chose to work within
DHL Operations and worked for the next 15 years in
Papua New Guinea, Fiji, Australia and New Zealand
doing various roles in Operations and IT before
returning to India. In 2019, I made the permanent move
back to New Zealand as Vice President, Operations,
DHL Express NZ.
As a leader across multiple roles, I shifted execution
focus to futurizing the operation through
standardization, scalability and sustainability. I focused
on developing high-performing teams, and this, in turn,
developed my own competence. I also had to shift my
own mindset from being operationally focused to being
insanely customer focused.
My challenges have been mostly around juggling
multiple roles of mother, daughter, and wife and being
career-focused. It was not unusual for me to be the only
woman in the board room, but I have worked with some
exceptional colleagues who made it easier.
Tell us more about DHL Express, its mission and its
vision in the modern industry.
DHL Express is a division of Deutsche Post DHL Group.
Our Vision is to be the 'Logistics company of the world,'
with the purpose of 'Connecting People and Improving
Lives.'
At DHL Express, we focus on our core product, Time
Definite International Express. We do this through our
proven strategy for the last decade of developing our
people through our internal certified specialist
programs. We believe that our motivated people drive
excellent service quality for our customers, which
keeps them loyal and results in making us profitable.
We continually improve our processes and systems and
adapt to the voice of our customers. We have stepped
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31. DHL's sustainability
roadmap is a structured
approach to addressing
environmental, social and
governance that impact
our people, customers,
and partners in a
transparent and ethical
way.
Chitra Shinde,
Vice President, Operations
DHL Express
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