Interactive Powerpoint_How to Master effective communication
BRO-EY-April2022 (2).pdf
1. DIGITAL REPORT 2021
IN ASSOCIATION WITH:
This is the
headline of
the feature
COMPANY NAME
DIGITAL REPORT 2022
How to build
autonomous
and sustainable
supply chains
4. Glenn Steinberg shares insight into
how EY teams are building the next
generation of resilient, sustainable
and autonomous supply chains
T
he pandemic has forever
rewritten the rulebook for the
global supply-and-demand
economy, a delicate ecosystem
that, until early 2020, was
predicated on efficiency and productivity
above all else.
Every industry has had to come to terms
with titanic shifts during the pandemic:
finance now faces a touch-and-go cashless
future, while retail has become omnichannel-
led and next-day-delivery by default.
Underpinning each of these pivots is the
supply chain, where the only constant is
adaptation. Ask any chief supply chain
officer (CSCO) how the pandemic has
impacted their day-to-day life and,
unprecedented demand aside, they’ll
tell you it’s been largely business as usual,
but with a significant twist.
“What’s interesting is that the
pandemic hasn’t necessarily created any
new challenges for supply chains; it’s just
magnified the problems that already existed,”
says Glenn A. Steinberg, EY Global Supply
Chain Leader. “In the US, for example, some
estimates say we are short by about 80,000
truck drivers at this time. But three years ago,
we were also short, just by about 61,000.”
Adaptation has been a career-defining
concept for Steinberg, a former executive
at GE, IBM and another Big Four who for
more than 30 years has helped organizations
evolve and thrive throughout periods of
boom and bust.
4 www.ey.com
EY
6. “If you want to be successful in this
industry, you have to have a thirst for learning
– and that doesn’t end. Just continually stay
out of your comfort zone,” he says. “If I look
back on my career, all the critical turning
points came when I got out of my comfort
zone and took on something new. From the
early days of process and strategy, to the
rise of digital and ERP [enterprise resource
planning] implementation, I still leverage
those learnings, 20 years later.”
It is a mindset and lifestyle that Steinberg
fully embraces, shared with thousands of
professionals and students each year. He is
a frequent and in-demand guest lecturer
of MBA students at Columbia University. In
conjunction with Columbia Business School,
he helps lead a quarterly roundtable for CSCOs
to share insights and experiences of the biggest
issues they face, from global tax and tariffs to
sustainability, digital supply chain and the future
of work. He also sits on the advisory board
of Columbia Business School’s W. Edwards
Deming center for Quality, Productivity, and
Competitiveness, whose mission is to train the
next generation of managers, upskill the senior
executives of today and support vital research.
Steinberg’s commitment to learning and
sharing knowledge have also earned him a
reputation as a trusted and valued advisor
to the world’s biggest economies. When the
pandemic broadsided governments around
the world, Steinberg and his team were
contacted by governments in Germany,
the UK, the US and Australia. The assistance
provided by Steinberg and EY teams was
vital in one of the most acute periods of
disruption in living memory.
6 www.ey.com
7. Today, Steinberg leads more than 5,000
supply chain consultants across the globe,
guiding clients by offering supply chain
strategy, procurement, manufacturing,
logistics and fulfilment, as well as planning
and technology solutions.
It is a broad remit that demands
collaboration, and he’s proud of the
“collegial” culture he’s helped shape to
foster an environment where it flourishes.
“We are focused on taking care of each
other, collaborating and doing what’s right
for our clients,” he says. “I want this to be a
place where everyone can say, ‘I feel valued
I feel understood. I belong. I feel cared for
and I can grow.’ This is the culture we
have developed.”
“EY teams at a global level are very
focused on doing cutting-edge work with
emerging technologies,” Steinberg adds.
"We’re doing innovative engagements
with AI and blockchain, digital twins
and smart factories.”
He adds that his team is “doing some of
the most purposeful work on the planet”,
carrying out shop floor digital manufacturing
work at a global pharmaceutical company
delivering lifesaving medicines and providing
a trusted data-exchange platform and suite
of applications that links all key players in the
cell and gene therapy ecosystem.
“We are also working with one of the
largest consumer products companies in
the world, helping to decarbonise their value
chain,” he adds. “This is really purposeful
work that our people can be proud of.”
As much of the world begins to rediscover
some form of regular cadence, Steinberg
and his global team are turning their focus
to defining the future of the supply chain.
It's the start of what Steinberg refers to
as an "investment supercycle", which has
enormous potential for positive change.
“EY TEAMS, AT A GLOBAL
LEVEL, ARE VERY
FOCUSED ON DOING
CUTTING-EDGE WORK
WITH EMERGING
TECHNOLOGIES. WE’RE
DOING INNOVATIVE
ENGAGEMENTS WITH
AI AND BLOCKCHAIN,
DIGITAL TWINS AND
SMART FACTORIES”
GLENN STEINBERG
GLOBAL SUPPLY CHAIN LEADER,
EY
www.ey.com 7
EY
10. “Supply chain reinvention is in vogue. It’s
an exciting time for C-suites and CSCOs.
The multiplicity of demands that are facing
CSCOs is incredible. It used to be enough
just to balance cost, service, quality and
speed. Now you need to add resilience and
sustainability into your supply chain.”
As global powers continue to vie for
cultural and economic influence, tariffs,
incentives and sabre-rattling will continue to
impact supply chains. Sustainability, visibility
and resilience will come to define the new
standard for supply chain excellence in
a world where, Steinberg thinks, “something
broader is at play”.
“The world order is changing from a
unipolar economic order to a multipolar
one,” Steinberg continues. “This has
a tremendous impact on the strategic
architectures of the world’s supply chains.
As a result, virtually every company in the
world is re-evaluating their supply chain
“THE PANDEMIC
HASN’T
NECESSARILY
CREATED ANY
NEWCHALLENGES
FOR SUPPLY
CHAINS; IT’S
JUST MAGNIFIED
THE PROBLEMS
THAT ALREADY
EXISTED”
GLENN STEINBERG
GLOBAL SUPPLY CHAIN LEADER,
EY
10 www.ey.com
EY
11. Glenn serves as EY Global Supply
Chain and Operations Leader.
In his role, he helps drive high-impact
strategies and business execution
across the Fortune 500.
He is a seasoned professional with
extensive supply chain and operations
experience. Prior to joining EY, he led
many supply chain transformations in
several leadership roles.
He received an MBA in Finance
and Operations Management from
Columbia University and an Electrical
Engineering degree from Union College.
How Glenn is building
a better working world:
“I am focused on helping clients and
internal teams navigate complexity
with confidence. I am purposefully
creating a safe place where our
people can ask questions and
collaborate – where our people
become business consultants
moving beyond functional
professionals. I am supporting
a new generation of leader
equipped with digital
competencies and
focused on innovation.”
EXECUTIVE
BIO
GLENN STEINBERG
TITLE: GLOBAL SUPPLY CHAIN LEADER
INDUSTRY: CONSULTING
LOCATION: UNITED STATES
12. footprint, determining where best to place
their physical assets such as manufacturing
facilities, warehouses and more.”
Five key themes for resilient supply chains
“Resilience is a concept that is multifaceted,
with most people not understanding how
broad and deep it really is,” he says. “End-to-
end visibility is foundational to a resilient supply
chain, with agility built into the extended chain
to enable action.”
Steinberg says five key themes of resilience
have emerged in the course of stress testing
clients’ supply chains to uncover both
vulnerability and opportunity:
• Embedding end-to-end visibility by
leveraging technologies such as internet
of things, digital twins, simulation software,
analytics, AI (including machine learning) and
alerts for risk monitoring.
• Creating agile networks by re-evaluating the
geographical and strategic architecture of the
supply chain. “It is a simple question to ask
what should be local, regional or global, but
in a complex partner ecosystem, reconciling
a network of warehouses, manufacturing
plants, logistics, procurement and the other
pillars of the supply chain is never easy.”
• Securing alternative sources of supply. “This
means not only spreading your bets among
additional suppliers, but also including
diversity, equity and inclusiveness (DEI)
commitments in your sourcing efforts.”
• Developing a resilient workforce “by
preparing employees to have the skills
required in the next five years and embedding
a problem-solving mindset into the ways of
working right down to the shop floor machine
operators.
• Building a trusted, secure supply
network. “In an era where everything
is interconnected by technology,
cybersecurity is paramount if a
supply chain is going to be resilient.”
Steinberg’s other focus is supply chain
sustainability, and he says innovation around
this important topic goes hand-in-hand with
the fundamentals of resilient supply chains.
“A resilient supply chain requires that you
embed end-to-end visibility, simulation
and risk monitoring into your business,
while a sustainable supply chain requires
traceability, visibility and disclosure. These
are two different, but related, topics that are
being worked on in earnest by companies
across the globe. Similarly, resilience
requires that a company secure alternative
sources of supply to be ready for the next
12 www.ey.com
EY
13. disruption, while sustainable supply chain
management requires sustainable and
diverse sourcing strategies.”
Supply chain in the C-suite
The final major post-pandemic shift in supply
chain is the rise of the CSCO and the elevation
of supply chain as a constant boardroom
agenda item. Some draw parallels to the rise of
the chief information officer in the mid-2000s:
once a nice-to-have advantage that is now an
imperative skill set for every growing business.
“The best CEOs are fully versed in the
importance of technology,” Steinberg says.
“They have to stay abreast of it as it’s moving
very fast, and, otherwise, they can miss a pivot
and easily be disrupted. Now CEOs, frankly,
need to understand supply chains as well.
It used to be a cost of doing business, but
now it’s in the boardroom, and if you do it
right, it can be a competitive advantage and
a revenue growth driver. For example, think
about the largest online retailer, they can get
you the product the next day, maybe even the
same day. That’s all about using the supply
chain as an engine for growth by quickly
meeting customer needs. That is a differential
competitive advantage.”
Supply chain expertise can also come
from sources beyond your company’s
four walls, Steinberg points out, through a
partner ecosystem where companies can
collaborate and gain scale by accessing the
talent of thousands of talented supply chain
professionals globally.
This, he says, is why the EY organization
collaborates with best-of-breed innovators:
industry solutions providers such as SAP
and Blue Yonder, and technology giant
like Microsoft.
www.ey.com 13
15. Where is this all headed?
Which leads Steinberg to the question he’s
asked most often by clients: what is possible
in the future, and where is this all headed?
“There’s all this disruption,” he says.
“We’ve got geopolitics shaping supply chains
for years to come. We’ve got industry 4.0,
and the interconnected society we’re living
in. Consumer buying patterns are uneven
and shifting, providing the opportunity
for some companies to tap into analyzing
real-time data to match supply and
demand. And there is disruption from
events ranging from weather to global
semiconductor shortages. It is no wonder
why CSCOs and the C-suite want to know
how all these things will converge.”
EY teams research points to the rise of
digital and fully autonomous supply chains.
EY teams researchers surveyed 500 senior-
level executives at organizations of more
Typical of this spirit of collaboration
is the EY teams collaboration with
Nottingham-Spirk, a Cleveland, Ohio,
innovation specialist that acts as its supply
chain innovation hub. It has a center to
demonstrate how its own technologies
and EY assets work together to solve client
business problems.
“But I have to say, above all in the supply
chain space, Proctor Gamble (PG),
is a very important collaborator for us,”
Steinberg says. “They are annually rated
one of the top five supply chains in the
industry by leading analysts. We formed
a global arrangement with PG, so while our
competitors can tell you what great looks
like, we can show you what great looks like.
“We bring EY clients to PG sites; we
walk the factory and talk to the machine
operators. We can embed PG leaders on
our projects, and we have access to their
IP [intellectual property]. It’s been wildly
successful in helping EY clients see into the
future and what the art of the possible
really is.”
“SUPPLY CHAINS ARE
HEADED TOWARDS
DIGITALLY
NETWORKED
ECOSYSTEMS WITH
SHARED DATA IN
THE CLOUD”
GLENN STEINBERG
GLOBAL SUPPLY CHAIN LEADER,
EY
www.ey.com 15
16. than US$1b in size. One key finding is that
2025 will be the year mostly autonomous
supply chains will begin to emerge to replace
the hybrid processes common today.
“We’re already on a path to an
autonomous future. We have self-
driving cars, where people’s lives are at
stake. There’s no reason we can’t have an
autonomous and self-organising supply
chain. In the end, it’s just about mastering
the power of data.”
It’s an exciting future, a journey that EY
clients are keen to embark upon – and for
good reason.
“We’re already doing projects to help
clients get to their future state, to show them
what the roadmap for a digitally networked
and autonomous supply chain looks like.
Consider this: today, a change in customer
demand has to work its way linearly back
through the supply chain to get to the OEM
[original equipment manufacturer], the
supplier, to the supplier’s supplier, all through
the tiers. That could take months before
people change their production plans.
“Supply chains are headed towards
digitally networked ecosystems with shared
data in the cloud,” he adds. “This way,
everyone can see what’s happening now,
immediately adjust to real-time events and
even predict what happens next. Finally,
we have all the tools and technologies at
our fingertips to make this a reality. There
has never been a better time to be a supply
chain professional than right now.”
The views reflected in this article are the
views of the author and do not necessarily
reflect the views of the global EY
organization or its member firms.
16 www.ey.com
EY
17. “SUPPLY CHAIN
REINVENTION IS
IN VOGUE. IT’S AN
EXCITING TIME
FOR C-SUITES
AND CSCOs”
GLENN STEINBERG
GLOBAL SUPPLY CHAIN LEADER,
EY
www.ey.com 17
