Julie Duval of Stepan takes a personal look back at the supply challenges of recent years
What doesn ’ t kill us …
Julie Duval of Stepan takes a personal look back at the supply challenges of recent years
In a world of constant change and ever more challenges and disruptions , how can we manage our time and frustration ? When I participated in the LogiChem Europe event in March 2024 , I asked the audience what their top three main challenges were . The top one was ‘ disruption ’, followed by ‘ anticipation and proactive solutions ’. A long way behind were many others , including visibility on costs , status , availability , clear information , real-time feedback , congestion and safety .
I have been working in transportation for the past 15 years . The first seven years were with a transport company and the past eight years have been with Stepan Europe , a chemical company . This role allowed me to structure the transportation management organisation , covering road , rail , sea , and air modes , shipping packaged and bulk liquid goods from our five plants in Europe .
Over the past four years , we all have experienced a chain of massive disruptions ( Figure 1 ). The intensity and frequency of these crises were surprising . For me , it started in France at the end of 2019 with the Yellow Vest movement , which blocked French roads .
This was followed by Brexit in 2020 , COVID-19 in 2020-2021 , the Ukraine war in 2022 , the energy crisis in 2022 and the start of social movements in 2023 , which are still ongoing globally in countries like Germany , Belgium , Italy , the Netherlands , Sweden , Finland , Spain , France , Canada and the US . Just when we thought it was stabilising , the Red Sea crisis in 2023 and the Gaza conflict in 2024 , which is currently escalating into war , occurred .
Two main directions
Attending LogiChem Europe in 2022 , this sentence popped into my mind : “ What does not kill us makes us stronger ”. It was somewhat comforting to realise I was not alone facing the new reality emerging from the past three years . We had entered a crisis mode .
This also confirmed the two main directions I had taken four years ago : investing in automation and providing tools to our people ; and investing in training and support for our people , as they are the ones managing the issues , not the tools . At this moment , resilience and agility are the new reality . Everything is moving fast . To keep our business running optimally , we need to ensure we have the agility and resilience to navigate crises , mitigate risks , and find solutions at the most efficient costs .
I like working on adrenaline , the pulse of the emergency , the rush to find a solution and take a decision . However , this is not sustainable in the long run . I also need plans and anticipation . This helps me to minimise impacts , react faster and focus on major issues .
I remember starting at Stepan in 2017 , where 50 % of my time was dedicated to managing challenges . Now , despite all these conflicts , only
10-20 % of my time is dedicated to crisis management . It all started because I am a player . I enjoy complex board games with friends , so it was natural to approach my business unit as a big game .
Four stages in the game
The first step was to define the rules and share them with the team and with our suppliers . The basic question was , ‘ How do we play together ?’ This involves having contracts , specifications , standards , guidelines and processes . These rules need to be operational and realistic . They should help everyone ( internally and externally ) to take action , make decisions , and save time and effort every time a crisis happen .
The second step is to select the right players . The fundamental question is : ‘ Who ’ s going to play ?’ I always use part of my time to source new suppliers , understanding the market and observing innovations .
The type and spirit of the suppliers I select are also essential to a successful relationship . It is like choosing a partner : you want the relationship to last and be smooth and easy . Internally , we need people and a team that are sufficiently trained and confident to manage the daily challenges we face in business .
The third step is to monitor your score . The basic question is : ‘ How do you know you ’ re in the right place ?’ The tools you use make a huge difference in the time you spend and the visibility you have .
50 SPECIALITY CHEMICALS MAGAZINE ESTABLISHED 1981