PSC LIVE Chicago: Interview with Pedrom Rejai, Unilever
In an era where supply chain professionals face unprecedented challenges, Pedram Rejai has learnt to sleep better at nightânot despite the chaos, but because of how his team has adapted.
As Head of Supply Chain for the Americas at Unilever, Pedrom oversees an intricate web of imports and exports across the region, managing operations in a world where tariffs are ever-changing and container flows can be disrupted at a moment's notice.
With 15 years of supply chain experience under his belt, Pedrom brings both wisdom and technical expertise to one of the industry's most demanding roles.
The tariff challenge
"The big challenge is the T-word: tariffs," says Pedrom, when asked about the major challenges he is currently facing.
What makes his situation particularly complex is the ripple effect these trade policies create across seemingly unconnected markets. When US tariffs impact container flows through China, the consequences cascade through the dozens of other nations Pedrom oversees.
"A lot of people don't realise the impact that US tariffs have on all the other countries," he notes.
However, Pedram's team has developed an impressive capacity for resilience.
"Every day, we come up with a new scenario plan," he says. "Our supply chain is getting more and more resilient as time goes on.
"A lot of people think that resilience comes at a cost, but it doesn't always. You can have a resilient supply chain without increasing your costs five or tenfold. And so, we work through that every day and we find new ways to solve problems."
Making complexity a superpower
Rather than viewing the inherent complexity of international operations as a burden, Pedrom advocates for embracing it as a strategic advantage.
He outlined how the very factors that make global supply chains challengingâdifferent country requirements, varying shipping documentation, multiple languagesâcan become competitive differentiators.
"When you're in an international supply chain, everything is different," he explains. "That complexity is something that actually can be a strategic advantage for you."
This counterintuitive approach requires a shift in mindset, treating each complication not as an obstacle but as a barrier to entry that competitors may struggle to navigate.
The key lies in building what Pedrom labels a "flexible sourcing environment" with a digital backbone that provides full visibility across operations. This technological foundation enables teams to turn complexity into capability, managing diverse requirements across multiple markets simultaneously.
The human element in global operations
Perhaps most importantly, Pedrom emphasises that supply chain success ultimately comes down to people and relationships.
His approach to building high-performing teams focuses on ensuring knowledge exists both in destination markets and sourcing units, with one crucial requirement: that people "pick up the phone to talk to each other".
He adds: "A lot of times it's about relationships more than anything else, no matter where you go in the world."
This people-first philosophy extends to how Pedram evaluates problems. Rather than viewing supply chain disruptions as purely logistical challenges, he frames them as relationship problems first.
"Usually, someone in that chain knows how to solve it," he continues. "And, if you don't have those relationships built, you may not find that solution so easily."
Sustainability integration
The co-location of Procurement & Supply Chain Live Chicago with Sustainability Live Chicago reflects a critical reality in modern supply chain management.
"Every decision I make every day has a sustainability impact," Pedrom acknowledges, highlighting how sustainability considerations must be woven into daily operations rather than treated as a separate concern.
For international supply chains, this means understanding metrics like CO2 per container and recognising that many supply chain decisions can be adjusted to achieve better environmental outcomes without compromising operational effectiveness.
It's an integration that requires sustainability teams to understand supply chain realities, as well as supply chain professionals considering environmental impact as a standard part of their decision-making process.
