May 17, 2020

Grant Thornton appoints Jonathan Eaton as Supply Chain Management practice leader

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Supply Chain
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Supply Chain
James Henderson
2 min
Grant Thornton LLP has named Jonathan Eaton as the firm’s national Supply Chain Management practice leader
Grant Thornton LLP has named Jonathan Eaton as the firm’s national Supply Chain Management practice leader.

Eaton will oversee the delivery of the fi...

Grant Thornton LLP has named Jonathan Eaton as the firm’s national Supply Chain Management practice leader.

Eaton will oversee the delivery of the firm’s supply chain services offerings, including strategy and transformation, integrated demand and supply planning, strategic sourcing and procurement solutions, analytics and visibility solutions, as well as transportation and network optimisation.

Grant Thornton LLP is the U.S. member firm of Grant Thornton International Ltd, one of the world’s leading organisations of independent audit, tax and advisory firms. Grant Thornton has revenues in excess of $1.6bn and operates 59 offices.

“Jonathan has a unique ability to help clients define their supply chain strategy in response to changing market conditions and other disruptive forces,” said Mike Ward, National Managing Principal of Business Consulting and Technology for Grant Thornton.

“Furthermore, he understands that each client need is different and that listening is the first step for finding a solution. Grant Thornton is thrilled to have Jonathan lead our outstanding team.”


Eaton comes to Grant Thornton as a proven leader with more than 20 years of experience counseling clients on rapidly changing business landscapes and developing supply chain strategies that support positive business results.

He has a track record of success transforming supply chains in a variety of industries, such as consumer and industrial products, food and beverage, retail, auto, oil and gas, life sciences, technology and financial services.

Eaton is a member of the University of Tennessee Supply Chain Forum, Michigan State University Supply Chain Management Council, Supply Chain Leaders in Action, the Council of SC Management Professionals and the Grocery Manufacturers Association.

Prior to joining Grant Thornton, he was an Industry Supply Chain partner at Chainalytics LLC.

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Jun 21, 2021

Pandora and IBM digitise jewellery supply chain

2 min
Jewellery retailer Pandora teamed with IBM to streamline supply chains as sales of hand-finished jewellery doubled across ecommerce platforms

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”. 

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