This episode explores:

• Expanding remits for supply chain leaders and the value they deliver. (1:17)
• How organizational structure underpins these new remits, and Ralph Lauren’s philosophy on this structure. (5:08)
• Talent opportunities borne from expanded remits for supply chain talent and leadership. (8:35)
• Technology’s role in expanding supply chain’s remit. (11:44)
• Actionable advice for supply chain leaders of tomorrow. (16:33)

Supply Chain Podcast host Thomas O’Connor discusses the evolving role supply chain leaders play in their businesses with Halide Alagöz, chief product and merchandising officer (including supply chain) for Ralph Lauren. They explore Halide’s unique career path and role at Ralph Lauren offer insight into changing expectations and growth opportunities for supply chain leaders, as well as how Ralph Lauren’s organizational approaches to talent and technology helped uncover them. Thomas and Halide close the show with recommendations for supply chain leaders of the future, and how they can use these lesions to evolve.

Gartner clients interested in finding out more about this topic can access the following:

Supply Chain Executive Report: Radically Rethinking Reorganization
Executive FastStart™ for CSCOs: How to Build Relationships and Personal Brand

About the Guest

Halide Alagöz is the Chief Product and Merchandising Officer of Ralph Lauren Corporation. She is responsible for the end-to-end product life cycle as leader of the company’s Polo, RRL and Lauren brand teams and the Brand Image and Purple Label Merchandising teams. Halide additionally drives innovation and execution – from development through sourcing – of all products across the Ralph Lauren portfolio.

Prior to joining Ralph Lauren, Halide was with H&M Corporation for 18 years, most recently in Hong Kong as the Head of Purchasing. During her tenure with H&M, Halide was responsible for various regional and global supply chain operations in Hong Kong, China, Bangladesh, and in her native country, Turkey.

Halide also serves on the board of directors of the American Apparel & Footwear Association since April 2018 and was confirmed as its vice chair for its 2024-2025 term in March 2024. Halide earned both her bachelor’s degree in industrial engineering and her master’s degree in engineering management from Istanbul Technical University.

This episode explores:

• Henkel’s multiyear journey to merge two of its distinct consumer business units. (1:15)
• An overview of the strategic drivers behind Henkel’s business transformation. (2:44)
• The critical role supply chain leadership plays in driving supply chain change management. (4:52)
• Concrete steps that Henkel took during its transformation journey, including real-world examples. (8:40)
• Recommendations for chief supply chain officers (CSCOs) driving large-scale change management in their own organizations. (12:26)

Host Thomas O’Connor discusses Henkel Consumer Brands’ business transformation journey with Dr. Dirk Holbach, the organization’s CSCO. The pair explore the drivers that motivated the transformation, such as Henkel’s concept of “volume to value.” They provide insight into four broad steps that Henkel took as part of its transformation, and close the show with recommendations for CSCOs that find themselves driving similar transformations.

Gartner clients interested in finding out more about this topic can access the following:

Reorganize by Integrating and Differentiating Supply Chain Activities

Supply Chain Executive Report: Radically Rethinking Reorganization

About the Guest

Dr. Dirk Holbach has been leading the end-to-end (E2E) supply chain and operations for Henkel's Consumer Brands division since 2022, with net sales around €10.5 billion. He collaborates with approximately 10,000 associates in 36 factories and 88 logistics centers around the world. As one global team, Henkel not only delivers daily on the classic triangle “cost,” “cash” and “service,” but also drives a holistic transformation journey along multiple dimensions creating significant business impact. Henkel’s aim is to continuously increase the value delivery, agility and resilience of its global supply chain with the ultimate goal to drive value growth and serve its consumers and customers at its best.

This goal is supported by three strategic priorities:

• People and culture: Henkel puts its people at the center of everything it does. The pandemic has clearly underlined the value of strong individuals collaborating in empowered teams, and Henkel enables strong value creation and business performance via its significant investment into team effectiveness and individual leadership capabilities.
• Digitalization: Continuously accelerating digital transformation at Henkel started in 2013, with migration toward a fully connected, real-time and integrated digital ecosystem and toward an autonomous, self-driving and touchless supply chain. This work is supported by highly qualified associates and Henkel is the proud owner of four World Economic Forum (WEF) Fourth Industrial Revolution (4IR) Digital Lighthouses
• Sustainability: Part of Dr. Holbach’s personal agenda and part of the DNA at Henkel, the company drives sustainable progress leveraging digitalization (e.g., reducing its CO2 footprint by more than 70% since 2005), with 14 sites becoming fully climate-positive (electrical and thermal energy), making the company’s entire mature region footprint carbon-neutral.

When not at work, Dr. Holbach enjoys spending time with his family, or on a race or mountain bike. He has also been listed several times in the Top 28 Supply Chain Executives in Europe, being No. 1 in 2020.

This episode explores:

• An overview of this year’s Power of the Profession award categories and the connecting themes that its submissions shared. (1:43)
• Notable differences in the content of this year’s submissions. (4:09)
• Winners in each of the four categories. (5:15)
• Advice for innovating in organizations that are “just trying to keep the lights on.” (11:50)

Host Lindsay Azim and Gartner VP analyst Maria Nieradka discuss this year’s Power of the Profession Supply Chain Awards, including its winners, standout entrants and prevailing themes. They explore the supply chain industry’s greater focus on people-centric investments this year, smaller organizations driving innovation and how manufacturing prevailed across topics and categories. Lindsay and Maria close the show with recommendations for supply chain leaders using innovation as a means to meet enterprise goals.

About the Guest

Maria Nieradka is a vice president, analyst in Gartner’s supply chain practice, providing research insights, advice and thought leadership to life sciences clients. Her research coverage includes supply chain strategy, environmental, social and governance (ESG), risk management, mergers and acquisitions and diversity, equity and inclusion (DEI). Based on previous experience as a chief supply chain officer, she provides expertise in end-to-end supply chain practices with deep knowledge in planning, procurement, manufacturing and distribution. Maria leads Gartner’s Power of the Profession program. She served on Gartner Supply Chain’s Executive Advisory Board through 2021.