Exploring Digital Transformation and Customer-Centricity
Christo Conidaris, Vice President of Sales for Curvature, the global leader in independent IT maintenance and support for storage, server, and network hardware jumped in the Supply Chain Digital hot seat recently, to discuss Curvature’s ongoing partnership with HCL Technologies, and his personal feelings about the global supply chain networks.
I really wanted to get a feel for exactly who Christo is, as a VP, and he didn’t disappoint. “As you can see from the colour of my hair; I’ve been doing this for a while. I’ve been managing sales organisations, and I’ve had sales leadership positions for the last 15 years,” the increasingly chatty VP stated.
“Originally, I actually started life as a programmer, though,” which, unfortunately, Christo wasn’t too good at according to his peers at the time. “Okay, they said, ‘well you know you won’t make a good programmer, so you’re probably going to be much better in pre-sales”. And so started Christo’s adjacent-stepping journey from computer programming to sales and into sales management.
Today, the industry-leading Vice President of Sales finds himself overseeing Curvature’s EMEA sales, and rather uniquely, rolling up his sleeves and fostering some of the strongest relationships in the industry today. One such relationship comes in the form of Curvature’s tight-knit partnership with HCL Technologies, an Indian multinational information technology services and consulting firm.
“We have different tiers of salespeople all over the world, and I’ve spent a lot of time working alongside them, and we’ve worked very closely with HCL Technologies’ staff to ensure that HCL is always successful as a company with us. There are two reasons for that. The first: the propositions that HCL bring us are always complex ─ they’re never straightforward and simple, often because they need to make tough decisions very quickly, in order to maintain their competitive edge.”
“It’s important for us to get a strong partnership together, and my role is really to foster that and make sure that the business understanding can flow between the two companies. Ultimately, we can meet the objectives of the company, and HCL can meet the objectives of their campaign. It's about making sure those two aspects come together.”
On fostering a strong relationship, Christo stated, “One of the things that really gets me excited about working for Curvature is the customer-centric approach. And HCL is similar, right? When they take on a customer, they put several people on the task, and they push until they’ve provided everything requested. I think that’s part of the success story. When somebody asks why it works so well between Curvature and HCL, I would say that it’s because we have the same vision for the customer.”
On the topic of recent technological development across supply chains, “I think there are a couple of things happening, currently. There is definitely an inclination to move technology into the cloud. At Curvature, for example, we use Microsoft 365 and Salesforce. These are all cloud-driven technologies.”
Through the adoption of cloud technology, Christo believes companies have learnt that industries need to find the perfect hybrid solution ─ “you can’t have everything in the cloud, and you can’t have everything in a physical data centre. It’s about how you use the cloud to benefit you; I think a lot of companies are on a journey, and that journey is to go to the cloud, place some things there, and then come back with other bits. It's about how that whole ecosystem is going to work in the cloud.”
Christo also noted that virtualisation would definitely be a game-changer in the future of supply chain, “Virtualisation is allowing companies to do more with less. So you can take one server, and suddenly you can transform it into ten ─ that means you can get far more out of your existing technologies. Broadly speaking, technology, as a whole, continues to innovate at a rapid pace. From a services perspective, technology is becoming more efficient in the way that it operates and because of that, it’s forcing companies like our own to change our approach to daily business operations.”
NTT DATA Services, Remodelling Supply Chains for Resilience
Joey Dean, the man with the coolest name ever and Managing Director in the healthcare consulting practice for NTT DATA and is focused on delivering workplace transformation and enabling the future workforce for healthcare providers. Dean also leads client innovation programs to enhance service delivery and business outcomes for clients.
The pandemic has shifted priorities and created opportunities to do things differently, and companies are now looking to build more resilient supply chains, none needed more urgently than those within the healthcare system. Dean shares with us how he feels they can get there.
A Multi-Vendor Sourcing Approach
“Healthcare systems cannot afford delays in the supply chain when there are lives at stake. Healthcare procurement teams are looking at multi-vendor sourcing strategies, stockpiling more inventory, and ways to use data and AI to have a predictive view into the future and drive greater efficiency.
“The priority should be to shore up procurement channels and re-evaluate inventory management norms, i.e. stockpiling for assurance. Health systems should take the opportunity to renegotiate with their current vendors and broaden the supplier channel. Through those efforts, work with suppliers that have greater geographic diversity and transparency around manufacturing data, process, and continuity plans,” says Dean.
But here ensues the never-ending battle of domestic vs global supply chains. As I see it, domestic sourcing limits the high-risk exposure related to offshore sourcing— Canada’s issue with importing the vaccine is a good example of that. So, of course, I had to ask, for lifesaving products, is building domestic capabilities an option that is being considered?
“Domestic supply chains are sparse or have a high dependence on overseas centres for parts and raw materials. There are measures being discussed from a legislative perspective to drive more domestic sourcing, and there will need to be a concerted effort by Western countries through a mix of investments and financial incentives,” Dean explains.
Wielding Big Tech for Better Outcomes
So, that’s a long way off. In the meantime, leveraging technology is another way to mitigate the risks that lie within global supply chains while decreasing costs and improving quality. Dean expands on the potential of blockchain and AI in the industry.
“Blockchain is particularly interesting in creating more transparency and visibility across all supply chain activities. Organisations can create a decentralised record of all transactions to track assets from production to delivery or use by end-user. This increased supply chain transparency provides more visibility to both buyers and suppliers to resolve disputes and build more trusting relationships. Another benefit is that the validation of data is more efficient to prioritise time on the delivery of goods and services to reduce cost and improve quality.
“Artificial Intelligence and Machine Learning (AI/ML) is another area where there’s incredible value in processing massive amounts of data to aggregate and normalise the data to produce proactive recommendations on actions to improve the speed and cost-efficiency of the supply chain.”
Evolving Procurement Models
From asking more of suppliers to beefing up stocks, Dean believes procurement models should be remodelled to favour resilience, mitigate risk and ensure the needs of the customer are kept in view.
“The bottom line is that healthcare systems are expecting more from their suppliers. While transactional approaches focused solely on price and transactions have been the norm, collaborative relationships, where the buyer and supplier establish mutual objectives and outcomes, drives a trusting and transparent relationship. Healthcare systems are also looking to multi-vendor strategies to mitigate risk, so it is imperative for suppliers to stand out and embrace evolving procurement models.
“Healthcare systems are looking at partners that can establish domestic centres for supplies to mitigate the risks of having ‘all of their eggs’ in overseas locations. Suppliers should look to perform a strategic evaluation review that includes a distribution network analysis and distribution footprint review to understand cost, service, flexibility, and risks. Included in that strategy should be a “voice of the customer” assessment to understand current pain points and needs of customers.”
“Healthcare supply chain leaders are re-evaluating the Just In Time (JIT) model with supplies delivered on a regular basis. The approach does not require an investment in infrastructure but leaves organisations open to risk of disruption. Having domestic centres and warehousing from suppliers gives healthcare systems the ability to have inventory on hand without having to invest in their own infrastructure. Also, in the spirit of transparency, having predictive views into inventory levels can help enable better decision making from both sides.”
But, again, I had to ask, what about the risks and associated costs that come with higher inventory levels, such as expired product if there isn’t fast enough turnover, tying up cash flow, warehousing and inventory management costs?
“In the current supply chain environment, it is advisable for buyers to carry an in-house inventory on a just-in-time basis, while suppliers take a just-in-case approach, preserving capacity for surges, retaining safety stock, and building rapid replenishment channels for restock. But the risk of expired product is very real. This could be curbed with better data intelligence and improved technology that could forecast surges and predictively automate future supply needs. In this way, ordering would be more data-driven and rationalised to align with anticipated surges. Further adoption of data and intelligence and will be crucial for modernised buying in the new normal.
These are tough tasks, so I asked Dean to speak to some of the challenges. Luckily, he’s a patient guy with a lot to say.
On managing stakeholders and ensuring alignment on priorities and objectives, Dean says, “In order for managing stakeholders to stay aligned on priorities, they’ll need more transparency and collaborative win-win business relationships in which both healthcare systems and medical device manufacturers are equally committed to each other’s success. On the healthcare side, they need to understand where parts and products are manufactured to perform more predictive data and analytics for forecasting and planning efforts. And the manufacturers should offer more data transparency which will result in better planning and forecasting to navigate the ebbs and flows and enable better decision-making by healthcare systems.
Due to the sensitive nature of the information being requested, the effort to increase visibility is typically met with a lot of reluctance and push back. Dean essentially puts the onus back on suppliers to get with the times. “Traditionally, the relationships between buyers and suppliers are transactional, based only on the transaction between the two parties: what is the supplier providing, at what cost, and for what length of time. The relationship begins and ends there. The tide is shifting, and buyers expect more from their suppliers, especially given what the pandemic exposed around the fragility of the supply chain. The suppliers that get ahead of this will not only reap the benefits of improved relationships, but they will be able to take action on insights derived from greater visibility to manage risks more effectively.”
He offers a final tip. “A first step in enabling a supply chain data exchange is to make sure partners and buyers are aware of the conditions throughout the supply chain based on real-time data to enable predictive views into delays and disruptions. With well understand data sets, both parties can respond more effectively and work together when disruptions occur.”
As for where supply chain is heading, Dean says, “Moving forward, we’ll continue to see a shift toward Robotic Process Automation (RPA), Artificial Intelligence (AI), and advanced analytics to optimise the supply chain. The pandemic, as it has done in many other industries, will accelerate the move to digital, with the benefits of improving efficiency, visibility, and error rate. AI can consume enormous amounts of data to drive real-time pattern detection and mitigate risk from global disruptive events.”