The Top Outsourcing Professionals
Before you read this article, you may want to check it out as it appears in the March Issue of Supply Chain Digital. It looks way cooler when you can flip through the pages of our user-friendly e-reader.
Michael J. Salvino
Title: Group Chief Executive – Business Process Outsourcing
Tenure: September 2009-Present
Education: Bachelor of Science degree in industrial engineering from Marietta College in Ohio.
Duties: As group chief executive of Accenture’s Business Process Outsourcing growth platform, Salvino is responsible for Accenture's comprehensive portfolio of cross-industry and industry-specific business process outsourcing (BPO) services globally.
Honors: Salvino was named one of FAO Today magazine’s FAO ‘Superstars’ in 2008 and 2007. He is also a winner of the Outsourcing Journal’s prestigious Editor’s Choice Award.
Expert Advice: "The potential for BPO to address immediate cost pressures as well as long-term recovery goals is unprecedented. Now, more than ever, companies should be considering BPO to help navigate these periods of uncertainty and emerge even stronger"
RELATED: Oracle's Top Tips for Inventory Reduction
Title: Vice President of Global Services Infrastructure and Resource Management
Tenure: January 2007-Present
Education: Bachelor of Science, Business Administration from Georgetown University; Masters in Finance and Accounting from Marist College
Duties: Dzaluk is responsible for managing over eight million square feet of IBM's global data centers that support its strategic outsourcing customers, including all related hardware, software and networking. These data centers are included in IBM’s overall Project Big Green initiatives, and Dzaluk leads the team driving these efforts within IBM.
Honors: Dzaluk is recognized as an industry expert and has been featured in over 40 publications including the Wall Street Journal, USA Today, BusinessWeek, ComputerWorld, Global Services Magazine, DatacenterDynamics, New York University Stern Magazine, and of course yours truly Supply Chain Digital.
Expert Advice: "What we tried to do here is have a data center that is more instrumented, interconnected and intelligent than anything we have done before.”
RELATED: The Trillion Dollar Race for the Eastern Seaboard
Title: VP Outsourcing
Tenure: July 2009-Present
Education: Bachelor of Science, University of Manchester - Institute of Science and Technology
Duties: As Global Head of Infrastructure Outsourcing, Dicketts and his team are dedicated to ensuring that the data center strategy reflects a client’s exacting and evolving requirements, while considering developments and innovation within the technology industry and also the growing importance of environmental responsibility.
Honors: Dicketts established Ernst & Young's European outsourcing business and joined Capgemini during the E&Y acquisition in 2000 as head of global big deals.
Expert Advice: “Our data center strategy is based on meeting and exceeding the demands of 21st century business. Fully managed virtualized and private cloud services are delivered alongside more traditional data center services.”
RELATED: SAP, Oracle and Accenture weigh in on Inventory Reduction
Title: Senior Vice President of Managed Services, HP Services
Tenure: January 2005-Present
Education: .Bachelor of Science, Engineering - Military Academy at West Point
Duties: Smith offers technology consulting to internal project teams and external clients. In that role, he helps lead and support the creation of cutting edge technology solutions, which means gaining a thorough understanding of a client’s business needs before providing appropriate solutions
Honors: Smith serves on the board of trustees of the University of California, the board of directors of the Bay Area Council, and the San Francisco and Hong Kong American Chambers of Commerce.
Expert Advice: “Every network is different. From applications and infrastructure to the importance a customer places on performance, it’s critical to honestly listen and genuinely understand. And while these things sometimes may be tough to do, I’ve found that not listening and getting it wrong is far more difficult.”
RELATED: The Best U.S. Trucking Companies to Work For
Ritesh M. Idnani
Title: Chief Operating Officer at Infosys BPO Ltd
Tenure: November 2005-Present
Education: Bachelor’s of Science, Faculty of Management Studies - University of Delhi
Duties: Idnani manages a $350 million business with more than 17,000 employees and helps the unit meet its sales, operational and financial goals. Infosys BPO Ltd. focuses on integrated end-to-end outsourcing and delivery of result-oriented benefits to our clients through reduced costs, ongoing productivity improvements and process reengineering.
Honors: Idnani serves on executive council board for outsourcing at Infosys.
Expert Advice: Clients “want to know that you have a way to support them on that at any point in time in the journey. They want to have the flexibility to accelerate the pace at which they do it, once the efficacy of the model is proven…I think at the end of the day, it comes down to balancing out risk, economics, flexibility and scale, and assuming the right trade off between all of these elements.”
Don't miss the March issue of Supply Chain Digital
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.”