Transform your supply chain: The Crawl-Walk-Run method, with Jamieson Wellness

10/04/23 • 18 min

It might be tempting to tackle everything all at once when you’re digitally transforming your supply chain, but our experts at Jamieson Wellness know otherwise from experience. In the latest Big Ideas in Supply Chain podcast, Andre Teixeira, VP of Global Supply Chain, Raymond Khan, Senior Director of Supply Chain Center of Excellence and Network Operations, and Steve Mailloux, Director, Supply Chain Planning, join Matt Spooner, Industry Thought Leader at Kinaxis, to discuss the importance of using a crawl, walk, run approach when transforming your supply chain. They discuss the tools, processes, and capabilities needed to become more agile and competitive while sharing their insights on how the role of planners will change.

Andre explains that the key to the crawl, walk, run approach is to the start with the basics. As the supply chain team at Jamieson Wellness began its digital transformation, they took the time to evolve their process with a clear vision in mind: having the best service, the best working capital, and the best efficiencies in their plants. With this goal, they were able to select the right tools to enable them to get there. [2:18]
Steve attributes a lot of their success to the training that the supply chain team at Jamieson Wellness conducted. They were previously using a 23-year-old MRP system, which meant a lot of adaptability was required from leadership and their teams. Steve says that the training itself was adaptive and varied, offering learning opportunities ranging from live to offline, and working with smaller groups. They used this opportunity to gain valuable feedback so they could update their training strategy on the fly which helped move their crawl, walk, run process forward. [5:07]
Andre said that Jamieson Wellness started seeing results as soon as a month after implementing the digital transformation and putting their forecasting accuracy KPIs in place. Forecasting accuracy improved exponentially, and they were able to have more robust discussions with their sales partners. Steve says they saw instant benefits on the supply planning side, specifically in raw material pegging and capacity levelling. [14:14]

To hear more from Andre, Raymond, Steve, and Matt about transforming your supply chain with the crawl, walk, run method, watch our latest Big Ideas in Supply Chain podcast.

Learn more about Jamieson Wellness and the work their experts are doing by following Andre on LinkedIn, Raymond on LinkedIn, and Steve on LinkedIn.

Kinaxis is a global leader in modern supply chain management. Our software is trusted by global brands in every industry to provide the agility and predictability needed to navigate today’s volatility and disruption. For more news and information, please visit kinaxis.com or follow us on LinkedIn.

Andre explains that the key to the crawl, walk, run approach is to the start with the basics. As the supply chain team at Jamieson Wellness began its digital transformation, they took the time to evolve their process with a clear vision in mind: having the best service, the best working capital, and the best efficiencies in their plants. With this goal, they were able to select the right tools to enable them to get there. [2:18]
Steve attributes a lot of their success to the training that the supply chain team at Jamieson Wellness conducted. They were previously using a 23-year-old MRP system, which meant a lot of adaptability was required from leadership and their teams. Steve says that the training itself was adaptive and varied, offering learning opportunities ranging from live to offline, and working with smaller groups. They used this opportunity to gain valuable feedback so they could update their training strategy on the fly which helped move their crawl, walk, run process forward. [5:07]
Andre said that Jamieson Wellness started seeing results as soon as a month after implementing the digital transformation and putting their forecasting accuracy KPIs in place. Forecasting accuracy improved exponentially, and they were able to have more robust discussions with their sales partners. Steve says they saw instant benefits on the supply planning side, specifically in raw material pegging and capacity levelling. [14:14]

To hear more from Andre, Raymond, Steve, and Matt about transforming your supply chain with the crawl, walk, run method, watch our latest Big Ideas in Supply Chain podcast.

Learn more about Jamieson Wellness and the work their experts are doing by following Andre on LinkedIn, Raymond on LinkedIn, and Steve on LinkedIn.

Previous Episode

How operationalizing supply chain sustainability drives business

Operationalizing sustainability is critical as most carbon emissions in companies are found within the supply chain. As new pressures emerge to reduce environmental impacts, supply chain practitioners are eager to know how their organizations plan to address these issues. Deborah Dull, Vice President and Global Supply Chain Sustainability Leader at Genpact, and Josué Velázquez Martínez, Director, Sustainable Supply Chain & LIFT research Labs at MIT, join Polly Mitchell-Guthrie, VP of Industry Outreach and Thought Leadership at Kinaxis, to discuss how making sustainability operational provides critical data to inform business and supply chain decisions that fuel growth while making a positive impact on the planet.

Deborah is currently working on introducing carbon data into planning and operational systems to build carbon knowledge (also known as carbon intuition) into a supply chain professionals’ day-to-day life. This will give them a better idea of their supply chain’s current environmental impacts. She says, “We often know what the cogs are of something or how long it takes a container ship from China to the Port of LA, but we don't know the carbon emissions of that lane.” [9:02]
Josué says a major challenge for companies looking to solve sustainability by following aggregate methods to estimate emissions may not be making the best decisions based on that information. He says it’s important to look at the big picture to provide strategic solutions involving accurate metrics and transparency. [11:44]
When looking towards the future of sustainability both Deborah and Josué are optimistic. Deborah says achieving sustainability within the supply chain is possible because the tools exist to do it and supply chain practitioners are experts at problem solving. Josué says sustainability isn’t just a simple problem that needs to be solved now – it’s an issue that we need to resolve for the future. He encourages supply chain practitioners to keep their eyes open for vulnerabilities within their supply chains that may make it unsustainable. [19:10]

Explore more about the work Deborah is doing at Genpact by following her on LinkedIn.

Discover more about Josué’s work at MIT by following him on LinkedIn and Twitter

Next Episode

Seagen's integrated supply chain: From clinical trials to commercialization

Want to know what it takes to manage an integrated supply chain that delivers a continuous supply of life-saving medicine around the world? In this episode of Big Ideas in Supply Chain, Elisabeth Kaszas, VP of Global Supply Operations at Seagen, joins Allen Jacques, Industry Thought Leader at Kinaxis, to discuss the importance of demand planning processes and tackling rapid growth during product launches. Gain insights on Seagen's transformation journey and learn why seamless data exchanges within the biopharma industry can reduce lead times to improve patient access to innovative therapies.

Seagen develops life-saving medicines using ADC (Antibody Drug Conjugate) technology, which targets and destroys select cancer cells. Elisabeth joined their team three years ago while they were in the midst of launching three major products. These launches created exponential growth within the company, creating new opportunities to scale up operations and understand the demand signals needed for production plans, supply plans, and distribution capabilities. [5:18]
Elisabeth worked vigilantly to prepare Seagen as they faced incremental growth. To do this, she knew they needed to remain agile and create more robust roles, responsibilities, and processes to ensure they would be able to sustain the volume and complexity of their products. Additionally, she had an integrated business planning process put in place to gain better end-to-end visibility. [7:51]
One of the biggest challenges faced at Seagen is long lead times, a topic that many supply chain practitioners are familiar with. Elisabeth states that making life-saving therapies takes time – and safety stock buffers – to try to stay ahead. She also believes there have been a lot of improvements over the past 20 years thanks to the help of advanced analytics and digital tools that have helped her gain improved insights into their end-to-end times to see where inventory is taking the longest. [18:12]

To hear more from Elisabeth and Allen about the vital role of advanced planning and the complexities of supply chain planning in biopharma, watch our latest Big Ideas in Supply Chain podcast.

Learn more about Elisabeth Kaszas and the work she’s doing at Seagen by following her on LinkedIn.