Interview
AI, Resilience, and the Future of Supply Chain Leadership
While our industry is used to complex and unpredictable situations, we are currently witnessing disruption on a significant scale. Airspace restrictions are affecting global air cargo capacity, maritime routes are being reassessed and repriced, and the Strait of Hormuz, one of the world’s most critical shipping corridors, has returned to the centre of operational planning. For supply chain teams, these are real variables impacting routing, inventory and sourcing decisions every day.
In this environment, resilience starts with strong local capability. Henkel has been present in the region since the early 1990s, building manufacturing and supply chain operations across markets such as Saudi Arabia, Egypt, Lebanon, Algeria and Tunisia. That long-standing presence means our teams understand their markets deeply and can respond quickly when conditions shift.
Equally important is preparing for disruption before it occurs. Companies are strengthening their ability to run continuous scenario modelling and diversify sourcing options. Crucially, this requires deep cross-functional collaboration and the empowerment of local teams to adjust routes or suppliers when required, while regional teams coordinate and provide the necessary support.
Ultimately, resilience comes from enabling faster, better decisions when uncertainty appears. In today’s environment, this speed of decision-making, fueled by aligned and empowered teams, has become one of the most important competitive advantages a supply chain organisation can have.
2. As Corporate Vice President for Supply Chain in high-growth regions, what are the biggest operational challenges companies face when managing supply chains across diverse and rapidly evolving markets?
One of the big challenges is managing diversity at scale. When you operate across high-growth regions such as the Middle East, Africa and parts of Asia, you are not dealing with a single operating environment but with dozens of markets that each function differently.
Infrastructure, regulatory frameworks, logistics capabilities and consumer demand patterns can vary significantly from one country to another. In some markets you may have highly advanced logistics networks and digital systems, while in others you are operating with far more limited infrastructure. Supply chains have to be designed to function reliably across that full spectrum.
Another challenge is the speed of change. Regulations can shift, trade routes can be affected by geopolitical developments, and consumer demand in fast-growing markets can evolve much faster than traditional planning cycles anticipate. That means local supply chains must be designed with flexibility from the start rather than relying on rigid global models. In my experience, global frameworks enable consistency in areas such as safety, quality and planning, while local expertise allows organisations to respond effectively to changes on the ground.
3. In an increasingly volatile global environment, what strategies are most effective in ensuring supply chains remain agile, efficient, and responsive to sudden changes?
I would start by challenging the assumption that agility and efficiency are naturally in tension. For many years supply chain design prioritised efficiency above almost everything else, with lean inventories, highly centralised decision-making and just-in-time logistics. Events over the past few years have shown how fragile those models can become when disruption occurs simultaneously across multiple parts of the network.
The most effective strategies today focus on designing supply chains that can adapt without sacrificing operational discipline. That starts with scenario planning and running “what-if” models before you need them. It also relies heavily on achieving real-time data transparency through visual BI dashboards. By leveraging this data alongside the right organisational setup and clear communication flows, teams are empowered to make fast, end-to-end decisions that keep the supply chain agile and responsive.
4. Digital transformation is reshaping supply chain operations. How are technologies such as AI and advanced data analytics changing the way companies plan, forecast, and make decisions?
Traditionally, planning cycles relied heavily on historical data and periodic forecasting. Today, digital platforms allow companies to model disruption scenarios in near real time and understand how shifts in demand, logistics capacity or supplier performance might ripple across the network.
Industry 4.0 technologies in manufacturing, including sensors, automation and live production data, are providing much deeper visibility into operational performance. This improves forecasting accuracy and helps identify potential disruptions earlier.
Technology alone, however, does not drive transformation. Leaders need to actively engage with these tools themselves. Personally, I use AI applications for research and exploring ideas, and Henkel encourages this curiosity across the organisation. The leaders who will drive digital transformation are the ones willing to experiment with these technologies and understand their potential firsthand.
5. Looking ahead, what role will technology and automation play in building more sustainable and resilient supply chains across high-growth regions?
With improved data visibility and advanced analytics, teams can identify inefficiencies, optimise routes and make faster decisions when conditions change. At the same time, automation and Industry 4.0 technologies are improving reliability inside manufacturing by reducing operational bottlenecks and enabling more efficient use of energy and resources. In regions where markets evolve quickly and infrastructure varies, these tools can help organisations design networks that are more resilient and more sustainable, strengthening operations while reducing environmental impact.
6. In a world of constant disruption, what skills and mindset will define the next generation of supply chain leaders?
Strong technical foundations remain important in supply chain leadership, but mindset increasingly makes the difference. The next generation of leaders will need to stay curious and decisive even when the environment around them is uncertain. Disruption rarely arrives with complete information, so the ability to act thoughtfully while data is still evolving is becoming a critical leadership skill.
Curiosity plays a major role here. The supply chain landscape is evolving faster than any individual can track through formal learning alone. Many of the most valuable insights come from conversations with peers, from startups experimenting with new technologies, from younger colleagues, and from simply testing new tools firsthand.
Equally important is the ability to listen across different perspectives. Supply chains connect people across markets, cultures and functions, and resilient organisations are built when leaders are able to bring those viewpoints together and translate them into practical decisions.
Henkel’s 150-year history reflects that long-term mindset. Organisations that endure tend to combine innovation with strong cultures that empower people to adapt and build teams that can navigate the future together.
Ready to make an impact? Explore opportunities to join Henkel through our careers page and become a pioneer for the good of generations.
