Long-term Supply Chain Resilience while Firefighting (a discussion with Jay Koganti) - Ep 137

00:00 Introduction
01:16 Description of Estée Lauder’s Centre of Excellence
02:10 How do you explain “resilience” and “firefighting” to non-specialists?
06:43 What are the different classes of supply chain shocks and which ones should we be concerned about?
13:31 Discussion on how companies should approach their response to a shock.
21:25 Is it possible to measure the effectiveness of one’s resilience policies in the absence of a shock?
30:39 How can companies mimic systemic shocks to their supply chain?
37:00 How does one select an appropriate time horizon for a resilience strategy?
41:37 Will the innovations in supply chain resilience be human-led or software-driven?
43:15 How can one create the necessary company mentality for building resilience?
48:58 Conclusion and Jay’s resilience call to action.


Resilience is very much this decade’s supply chain cause célèbre (and with good reason). The intrusion of constant shocks - and the inevitable firefighting that follows - has tested the resilience (and exposed the fragility) of supply chains across the globe. Fortifying one’s supply chain from a shock, however, requires quite a bit of unpacking, as this discussion with Jay Koganti demonstrates. Vice President of Supply Chain at Estée Lauder’s Centre of Excellence, Jay shares his insights on the obstacles companies face, including selecting resilience time horizons, stress-testing initiatives, and measuring success.