Leadership Insights: Turning Strategy into Profit

Written by Stephanie Martinez, Partner, Bastian Consulting

Maximising returns from your supply chain is no longer just about doing more. It is about doing the right things, end-to-end, to deliver measurable business value. With ongoing challenges like rising costs impacting supply chains, leaders must carefully balance technology, people, and operational execution to unlock real returns.

To explore what drives the strongest gains, where initiatives often fall short, and how leaders can maximise returns over the next 12 to 24 months, we spoke with three industry veterans: Cédric Lemetter, ex-COO and Head of Operations for FMCG and Consumer Health, Kathryn Dillner, Head of Supply Chain, Beauty and Homewares and Derrick Martins, Head of Supply Chain at The Sorbent Paper Co.

Where Returns Are Coming From

Both Cédric and Derrick emphasise that the most significant supply chain returns are derived from integrated, end-to-end approaches rather than isolated improvements. ‍

By far, the strongest returns have come from initiatives that take a true end-to-end supply chain approach. Optimising individual nodes is important, but it must be done without losing sight of the overall impact. Consistent, continuous improvement initiatives over time deliver the most sustainable results, Cédric explains.

‍Derrick highlights operational levers that have driven measurable gains, particularly offshoring:

‍"Offshoring manufacturing to low-cost countries. Australian businesses are being forced to make these supply changes to survive in their market sectors or risk losing market share," he says.

Kathryn adds that while structural changes deliver efficiency, the strongest long-term returns often come from investing in the team itself. Ensuring people are equipped and empowered to execute the strategy is what ultimately sustains performance.

‍Together, these perspectives point to the same conclusion: value is unlocked when strategy, operations and people are fully aligned across the supply chain.

‍When Investments Do Not Deliver

Even well-planned initiatives sometimes fail to generate expected returns. According to Cédric, technology projects often underperform due to poor adoption or integration into daily operations.

"Even the most sophisticated forecasting or automated allocation tools create little value if they are not fully embedded into day-to-day ways of working. The gap is rarely the technology itself, but how well it is integrated into teams, processes, and decision-making,” says Cédric.

Derrick adds a practical, operational perspective, especially regarding automation. ‍

"Many business cases for warehouse automation do not stack up. Often, poor practices, waste, or inadequate labour planning have not been addressed before implementation,” explains Derrick. “If these shortfalls are fixed first, automation can deliver strong ROI and scalability." ‍

Kathryn points to the execution gap that often sits behind these outcomes.

“When direction is not clear and the team has not been engaged or developed, this can lead to failure in execution,” she adds.

Balancing Technology and People ‍

A recurring theme is that organisations often overestimate technology and underestimate the role of people.

"Customer service and customer excellence require strong people and relationship skills alongside technology," says Cédric. "Tools are enablers, but they cannot replace deep understanding of the customer and end-consumer experience." ‍

Kathryn reinforces that experience matters just as much as systems. ‍

“Staff carry historical knowledge and long-standing relationships that technology simply cannot replicate. They can validate outputs, sense-check decisions and intervene where required.” ‍

Derrick echoes this caution with artificial intelligence.

"AI is still in its infancy. Early adopters often assumed it could replace human effort, but outputs still need people to ensure accuracy."

For Cédric, the missing link is often change management. Even the best tools fall short if teams are not brought along, processes are not reshaped, and behaviours do not evolve. Ultimately, technology delivers returns only when people understand it, trust it and are equipped to use it effectively. Speed, Expertise, and Execution ‍

Cédric, Kathryn and Derrick all highlight speed and capability, each with slightly different emphases. Cédric advocates for progress over perfection. ‍

"In a world that continues to accelerate and face constant disruption, speed-to-capability is critical,” says Cédric. “It is far more effective to move quickly, test, learn, and improve over time than to wait for the perfect solution." ‍

Kathryn reinforces the urgency, while pointing to the cultural risks of delay.

“Speed to capability is critical,” Kathryn explains. “When organisations hesitate, it can lead to frustration, toxic cultures and an inability to deliver on strategy.” ‍

Derrick focuses on ensuring the right expertise is in place: ‍

"Having the expert in your team is more important than speed to fill a vacancy. The wrong person will take longer to achieve goals, whereas the right person delivers ROI even if their salary is higher.” ‍

Execution failures often stem from leadership being disconnected from operational realities. ‍

"Friction occurs when decisions are made at a remote, high level, disconnected from operational reality. It is often the outliers and exceptions that determine whether a strategy succeeds," Cédric explains. ‍

"If leadership has not deeply understood business processes, customers, or competitive pressures, and failed to include their teams, it creates friction or destroys value," Derrick adds.

Leaders must therefore combine speed with the right expertise while keeping decision-making grounded in operational reality.

Where Leaders Should Focus in the Next 12 to 24 Months

Looking ahead, all three experts offer practical advice for leaders aiming to maximise returns. ‍

Cédric emphasises integrated leadership.

"Operate as an integrated business leader rather than driving value through isolated projects. Success comes from cross-functional collaboration, a clear focus on people, and bringing the broader organisation along."

Kathryn places equal weight on investment in capability. ‍

“Invest in your team and the right resources, and the sky is the limit on what a business can execute.”

Derrick highlights operational levers.

"Increase forecast accuracy for demand planning and stabilise import supply. This allows logistics planning and network optimisation as we transition from 100 percent local manufacturing to a blend of imports and domestic production. Leaders should pull their levers on costs to maximise returns."

The next 12 to 24 months therefore require a dual focus on strategic integration and operational execution.

Maximising supply chain returns requires a balanced approach that brings together clear strategy, operational discipline, capable teams and smart technology adoption. By combining end-to-end thinking and change management with cost control, collaboration and grounded decision-making, leaders can position their organisations to deliver strong, sustainable returns in an increasingly complex supply chain environment.

To find leaders who can help turn supply chain strategy into measurable business returns, contact Bastian. For more information go to bconsult.io