Even before COVID-19 ravaged the world, consumer goods supply chains were in the midst of transformation, wrestling with the need to show resilience and agility as digitization progressed. We spoke with many global supply chain leaders during the crisis. What we learned is that while the speed of change has increased (with, for example, investments in innovation and localisation), priorities seem to not have massively shifted. What COVID-19 has underscored, however, is the even greater need for supply chain leaders to adapt their organizational culture, their leadership style and how they hire and develop supply chain talent.
CPG companies may need to recruit from outside of the industry to capitalize on recent changes in consumer purchase behaviors, to optimize customer experience, and to upgrade data and analytics capabilities.
It’s easy to forget, but not too long ago, large fast moving consumer goods companies such as Procter & Gamble, Mars, Nestle and Unilever were considered the blue chip training grounds for the world’s future leaders. From the 1980s through the early part of this decade, these companies were among the most sought after employers on campus, as students dreamed of joining these large-scale organizations that built billion dollar brands, garnered celebrity endorsements, and invested in developing their talent.
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