Balance the risk and have a vision
BK Kalra: The supply chain is the heart of a CPG company. Do you have any coaching guidance for other manufacturers as they think about transforming their supply chains?
Bill Durbin: As I look back at the relationship between Kraft Heinz and Genpact, initially, as an individual, I was hesitant to start this partnership just because of the amount of risk that I believed it would bring to my organization. But I could navigate through that risk and understand how to mitigate it. The benefits I've seen between having Genpact as a partner and working together and collaborating across so many different areas of the supply chain has made that initial risk hypothesis worth it. In order to drive change in an organization, you're always going to take a risk. Otherwise, you would have already done it.
But having the capabilities that Genpact can bring with the standardization of processes, the insight that's given to every function, the desk-level metrics that they can bring, the automation they can bring for routine tasks and capabilities – we knew we could do it but didn't have the horsepower in-house to be able to do it. All of those things combine to give you a more resilient supply chain because it gives you the ability to scale up or scale down at a much different level than when it's in-house.
It gives you the ability to focus on some of the more critical issues facing us as supply chain leaders, versus focusing on figuring out how to drive transactional efficiency or how to drive standardization and some of the more repetitive standard parts of that overall network.
It frees up your key leaders to focus on driving that next transformation, improving relationships internally or with our customers. It just allows a different type of focus for that leadership.
So the advice is, it's a big change, it's intimidating at first. You've got to find that right path that balances the risk and getting a taste of the model or understanding what it can bring, and then having a vision to be able to take that seed and grow it going forward.
BK Kalra: And what are your expectations of Genpact over the next three years? What must we do better?
Bill Durbin: The performance to date has been great, but that's the floor. My expectation going forward is we need to continue to grow together. You need to come back and continue to innovate and continue to transform. The automation, the AI. I've been extremely impressed with what we've done to date, but that's just still scratching the surface. I expect Genpact to be out there in the market – understanding that next technology, the next ways of working that's going to drive that efficiency, and the functions that you're managing for us and bring that to the table. Push me to my comfort level versus me pushing Genpact on its comfort level with what we're doing in that next change or that next transformation.
Watch the highlights of the conversation between Bill and BK and find out more about our supply chain services.