EY: supply chain strategies in Asia
In February’s edition of Supply Chain Digital, we interviewed Rodrigio Cambiaghi, Asia-Pacific and Greater China Supply Chain and Operations Leader at EY, to discuss supply chain strategies in Asia. In this article, we take a closer look at Cambiaghi.
Cambiaghi has previously worked at Volkswagen, Daimler Chrysler, Deloitte Consulting, Axia Consulting, CIRRELT and Axia Value Chain Consulting across a career spanning three decades. He has lived and worked across North America, Europe, Asia and Latin America, and is now based in Shanghai. He was originally born in Brazil, before moving to Germany after college to start his career in the supply chain. “In Germany, I worked for large automotive OEMs to define their global manufacturing strategy. After a few years, I moved into consulting,” he says. From there, Cambiaghi’s career took him further into Europe and then onto Canada. “Together with some friends, I started a boutique consulting firm that had a client portfolio of fast-growing global corporations. The reach and complexity of our clients forced us to scale quickly and to branch into different markets, one of those being the United States,” explains Cambiaghi. “My role was to establish and grow the business in the North American market and we became successful quite quickly. In 2012, we got an offer to sell the business to EY so I initially joined the organisation through acquisition and I’ve been here ever since.”
As part of his current role with EY, Cambiaghi advises senior executives on supply chain and manufacturing strategies and acts as EY’s leader in complex transformational projects. Operating with a strong client-centricity attitude, he has a strong passion for talent management. “We have a large talent pool and people are at the core of our business. You’re only as successful as the people who work for you and we’re extremely proud that we’re recognised as a top employer in all the markets,” he says. “Our values are aligned to the market and our brand not only showcases a trusted organisation but also innovation. We’re able to attract the best talent because of the opportunities we have for our people to grow.” The size of EY’s supply chain talent workforce doubles every eight to nine months in countries like China, a statistic that Cambiaghi is delighted with. “Talent is what we’re looking for and it’s everyone’s job. In China, I’m pleased how quickly we’ve built such a strong reputation and brand in the market because it allows us to attract and retain top talent. It’s part of our DNA.”
Learn more about Rodrigio’s journey with EY in February’s edition of Supply Chain Digital.
For more information on procurement, supply chain and logistics topics - please take a look at the latest edition of Supply Chain Digital magazine.
Pandora and IBM digitise jewellery supply chain
Pandora has overhauled its global supply chain in partnership with IBM amid an ecommerce sales boom for its hand-finished jewellery.
The company found international success offering customisable charm bracelets and other personalised jewellery though its chain of bricks and mortar retail destinations. But in 2020, as the COVID-19 outbreak forced physical stores to close, Pandora strengthened its omnichannel operations and doubled online sales.
A focus on customer experience included deploying IBM’s Sterling Order Management, increasing supply chain resiliency and safeguarding against disruption across the global value chain.
Pandora leverages IBM Sterling Order Management as the backbone it its omnichannel fulfilment, with Salesforce Commerce Cloud powering its ecommerce. Greater automation across its channels has boosted the jeweller’s sustainability credentials, IBM said, streamlining processes for more efficient delivery. It has also given in-store staff and virtual customer service representatives superior end-to-end visibility to better meet consumer needs.
Jim Cruickshank, VP of Digital Development & Retail Technology, Pandora, said the digital transformation journey has brought “digital and store technology closer together and closer to the customer”, highlighting how important the customer journey remains, even during unprecedented disruption.
"Our mission is about creating a personal experience and we've instituted massive platform changes with IBM Sterling and Salesforce to enable new digital-first capabilities that are much more individualised, localised and connected across channels and markets,” he added.
Pandora’s pivot to digital
The pandemic forced the doors closed at most of Pandora’s 2,700 retail locations. To remain competitive, it pivoted to online retail. Virtual queuing for stores and virtual product trials via augmented reality (AR) technology went someway to emulating the in-store experience and retail theatre that is the brand’s hallmark. Meanwhile digital investments in supply chain efficiency was central to delivering on consumer demand.
“Consumer behaviour has significantly shifted and will continue to evolve with businesses needing to quickly adapt to new preferences and needs,” said Kareem Yusuf, General Manager, AI Applications and Blockchain, IBM. “To address this shift, leading retailers like Pandora rely on innovation to increase their business agility by enabling and scaling sustainable supply chain operations using AI and cloud.”
Yusuf said Pandora’s success was indicative of how to remain competitive by “finding new ways to create differentiated customer experiences that protect their enterprises from disruptions to help mitigate risk and accelerate growth”.