J & J Director Of Customer Collaboration Case Study
J&J – Director of Customer Collaboration. (answered by KwangSoo Kim)
Pre-interview questions:
1: Please give an example of a situation where you have pro-actively identified an opportunity to implement a strategic supply chain improvement that benefitted both your company and customers
A: What was the opportunity that you identified and what was the value add for you and for your customer?
One opportunity was to further improve customer service level, importantly measured by customers (not by internal measures only), and ideally the better result should be supported objectively among peer groups. “Advantage Survey” conducted in the 14 RB countries (affiliates) indicated, RB Korea was ranked as #1 market in terms of providing overall …show more content…
First of all, I think it is important to put intentional efforts with an end-point goal mind-set. Once identifying the opportunity and understanding the realistic approach as tools, execute it as planned. Some examples we have done in RB Korea include (especially with Tesco, one of big retailers for RB in Korea)
i)Relationship building and process establishment : I had personally led the first Top to Top meeting( the kick-off meeting attendants were Tesco SCM + Tesco Buyer + RB sales + RB Supply) ii)Understood mutual interest & issues (in reality more for customer) and agreed on KPIs i.e. on-time delivery and inventory level. iii)Operationalized agreed process : RB representative regularly visited customers for face to face meeting with customer and reviewed progress and new issues, etc. iv) Strengthened communication : Exchanged emails on a weekly basis, i.e., customer share their merchandizing plan in advance and RB team reflect it in production plan early on and inform them.
v) Took quick action for easy and low-hanging fruit first, i.e. clean up the discontinued SKU in the system, and correct erroneous order from …show more content…
A: Describe how you overcame the opposition? What tools did you use? What elements of your personality helped you in this and how?
There were two cases that I (with team) have successfully managed in RB. Typically in FMCG company when supply organization tries to lead either “ SKU rationalization (simplification)” or “Logistics & Delivery Optimization” there will be huge reluctance or objection from commercial community along with various reasons mentioned. I have experienced the same in both my P&G and RB era. What I believe as success factor, though, is 1) Make organization understand the OVERALL BENEFIT instead of functional silo thinking & 2) Get the full support and alignment from LEADERSHIP to drive. Hence, it was not a rocket science and we took common approaches to make it happen as below.
i) Proposed preliminary plan to leadership with expected benefits and get the inputs to move on. By engaging leadership early on, I think we were able to get full commitment/support from
Pre-interview questions:
1: Please give an example of a situation where you have pro-actively identified an opportunity to implement a strategic supply chain improvement that benefitted both your company and customers
A: What was the opportunity that you identified and what was the value add for you and for your customer?
One opportunity was to further improve customer service level, importantly measured by customers (not by internal measures only), and ideally the better result should be supported objectively among peer groups. “Advantage Survey” conducted in the 14 RB countries (affiliates) indicated, RB Korea was ranked as #1 market in terms of providing overall …show more content…
First of all, I think it is important to put intentional efforts with an end-point goal mind-set. Once identifying the opportunity and understanding the realistic approach as tools, execute it as planned. Some examples we have done in RB Korea include (especially with Tesco, one of big retailers for RB in Korea)
i)Relationship building and process establishment : I had personally led the first Top to Top meeting( the kick-off meeting attendants were Tesco SCM + Tesco Buyer + RB sales + RB Supply) ii)Understood mutual interest & issues (in reality more for customer) and agreed on KPIs i.e. on-time delivery and inventory level. iii)Operationalized agreed process : RB representative regularly visited customers for face to face meeting with customer and reviewed progress and new issues, etc. iv) Strengthened communication : Exchanged emails on a weekly basis, i.e., customer share their merchandizing plan in advance and RB team reflect it in production plan early on and inform them.
v) Took quick action for easy and low-hanging fruit first, i.e. clean up the discontinued SKU in the system, and correct erroneous order from …show more content…
A: Describe how you overcame the opposition? What tools did you use? What elements of your personality helped you in this and how?
There were two cases that I (with team) have successfully managed in RB. Typically in FMCG company when supply organization tries to lead either “ SKU rationalization (simplification)” or “Logistics & Delivery Optimization” there will be huge reluctance or objection from commercial community along with various reasons mentioned. I have experienced the same in both my P&G and RB era. What I believe as success factor, though, is 1) Make organization understand the OVERALL BENEFIT instead of functional silo thinking & 2) Get the full support and alignment from LEADERSHIP to drive. Hence, it was not a rocket science and we took common approaches to make it happen as below.
i) Proposed preliminary plan to leadership with expected benefits and get the inputs to move on. By engaging leadership early on, I think we were able to get full commitment/support from