Home › Blog

Welcome to the SupplyOn Blog

Inside

Vibrant leadership culture: Nadine on leadership development

At SupplyOn, our leadership culture is more than just a concept - it's the key to a working environment that focuses on collaboration, empowerment and personal growth. In an interview with Nadine Conrad, VP People, you will learn how you, as a future employee, can actively contribute from day one and develop your leadership skills. How have our leadership values transformed the work environment at SupplyOn?The introduction of LOVE TO LEAD has already brought about significant changes in our working environment and laid a solid foundation for a forward-looking culture. At SupplyOn, leadership isn't just a task for managers, but a shared responsibility for everyone. Our managers play a crucial role: they lead by example and shape the working atmosphere through their behaviour and decisions. They build trust and encourage all employees to contribute confidently and enthusiastically.That's what's happening now. We are seeing a more dynamic and engaged work environment, where leaders and employees are deeply engaged in our leadership values and actively living them.In recent months, we've seen significant progress in the implementation and planning of our values teams. For example, in the area of self-development, we've launched our leadership development programme, which brings all leaders together on a common journey of personal and professional growth.This includes the development of a comprehensive competency model that will serve as the basis for our training and development programmes. Another highlight is the creation of a learning journey, including a common understanding of SupplyOn's learning philosophy, which is accessible to all employees and promotes their continuous development.The first results show: We're on the right track!A big thank you to everyone who has played an active part in bringing our values to life. It's wonderful to see the positive energy that's already been generated. I'm excited and want to encourage our leaders to continue to drive and take responsibility for this positive development. What are SupplyOn’s medium- and long-term goals with this leadership approach?With LOVE TO LEAD, we are cultivating a leadership culture driven by shared responsibility. Our goals are clear: we want to create a culture that not only responds flexibly and resiliently to future challenges, but also promotes long-term growth, innovation, responsibility and cooperation.We want to increase team engagement by ensuring that every employee actively contributes to and takes responsibility for achieving our business goals. We want to remain an employer of choice, attracting and retaining talent for the long term. To achieve this, we are building a people-centred leadership culture that promotes both professional and personal development.We are also preparing SupplyOn for growth and scalability by decentralising decision-making processes and optimising structures. As role models, our leaders create an environment in which our values are lived and everyone can realise their full potential. How can employees actively contribute to the development of the leadership culture?Our employees are at the heart of developing our leadership culture. They contribute by embodying the principles of LOVE TO LEAD in their daily work and by thinking beyond their specific responsibilities. They also contribute by actively participating in our feedback processes, which are essential to improving the way we work.Leaders support this process by encouraging their teams to engage and take ownership. Through open dialogue and the encouragement of ideas, we are building a culture of growth together. This active involvement of both employees and leaders is key to developing our leadership values. How does SupplyOn support employees in developing their leadership skills?At SupplyOn, we see leadership as an ongoing journey that we actively support by coaching and developing our employees and managers. Our learning philosophy is based on the principle of lifelong learning and the belief that each of us has the potential to grow and develop.Our development programmes are designed to support both professional and personal growth, and are closely aligned with our leadership values.A good example of this is our comprehensive leadership development programme. These learning journeys are more than just traditional training - they are focused development paths designed to continuously strengthen leadership skills at all levels.Regular feedback and development discussions accompany this process, giving employees the opportunity to recognise their leadership strengths and take targeted action to develop them. What can applicants expect from the leadership culture at SupplyOn?At SupplyOn, you can expect a people-centerd leadership culture grounded in clear values and principles. Collaboration is at the core, along with taking ownership at work, feedback, and continuous development. Leadership here isn't about hierarchy, it's about giving everyone the opportunity to take responsibility.From day one, you'll have the chance to take responsibility and actively shape SupplyOn. We create an environment that encourages you to share your ideas and bring them to life - all within a culture of openness and mutual respect.We also offer a wide range of learning and personal development opportunities to help you develop your leadership skills and meet the challenges of the future. If you resonate with our leadership culture and are ready to take on responsibility, check out our current job openings – we look forward to meeting you!

Industry News

Predictive delivery date: AI predicts production completion and delivery time

Production processes can be severely disrupted when it is only discovered on the scheduled delivery date that the ordered production material will not arrive on time. Since this material often travels through long and complex supply chains consisting of many planning, ordering, production, and delivery processes, bottlenecks are not uncommon in practice. The problem is exacerbated by the fact that modern manufacturing plants often have very low inventory levels, meaning that materials are delivered just prior to production.It is therefore particularly important that production and material planners are informed as early as possible of any potential delivery problems. Only then can timely action be taken, such as ordering a replacement or rescheduling production.Shortly before delivery, the goods are in transit. During this time, the carrier closely tracks and monitors the status of the shipment. However, modern transportation times can be very short, and notification of delivery delays often comes too late to take countermeasures.Insight into supplier productionThe solution is to identify discrepancies in production planning and production at the supplier long before transportation. SupplyOn automatically collects a wide range of standardized production data from the supplier. This makes it possible to track which production quantities are in the planning phase and which are actually in production. The transmitted data also makes it possible to monitor production progress and determine which specific production step the order is in. This provides visibility down to the sub-assemblies and raw materials used.The power of our production-to-supply solution is that quantities in production can be mapped directly to buyer requirements. This provides immediate visibility into which requirements are already scheduled with the supplier or are already in production. By constantly monitoring the progress of work, the AI-powered system automatically learns normal production lead times and also recognizes when current production is slower than usual.Using AI to spot variances before they become a problemA complex, continuously learning predictive model based on historical monitoring data calculates an estimated completion date, taking into account recently observed production times and current work progress. This makes it possible to estimate, either during production or before production begins, whether the manufactured goods will be ready for shipment and whether the desired delivery date can be met.The highly AI-driven system generates early warnings for various situations:The planned production quantity is too lowThe planned production start is too lateThe quantity in production is insufficient to meet the upcoming demandThe production start is too late or will be delayed to meet the delivery dateBased on the forecast of the current production time, it is also possible to determine when the production for the upcoming demand has to start in order to avoid delivery delays. The system also records the difference between the quantity produced and the quantity delivered. This can be used to determine the percentage of scrap and to calculate a recommended production quantity in addition to the recommended start of production.In addition to clear graphical and tabular displays, the predicted delivery date, recommended production start and recommended production quantity can be sent directly to the customer's ERP system. This means that the AI system's calculations are available to the customer at the line item level.Optimized planning at both ends of the supply chainBy combining demand and production data and performing intelligent calculations, the system provides valuable insights to both the purchasing and supply sides, enabling both to improve their planning processes. This increases the likelihood that production will start on time and in sufficient quantity.Production delays are automatically detected and alerts are generated, providing insight into exactly where production is stuck. This allows for timely and targeted adjustments

SCM Insights

S&OP and IBP: two industry trends?

Sales and operations planning (S&OP) has come a long way since its origins in the 1970s as a production planning tool. Today, as supply chain technology advances, S&OP is evolving into a more integrated approach. By expanding into areas like product management, demand planning, capacity management, finance, and corporate strategy, S&OP has transformed into what we now call Integrated Business Planning, or IBP. IBP provides a strategic view of the supply chain that integrates business planning and forecasting with corporate goals in a single model, extending the previous S&OP that was limited to individual silos.As with all planning tools, the results achieved with IBP are highly dependent on the quality of the data. The use of digital technologies and data analytics is critical to better predict demand and optimize production planning. Modern demand forecasting systems help companies respond more flexibly to market changes. Digital twins and AI-based tools are used to simulate complex supply chains and predict potential disruptions. GenAI models are helpful for the big picture, while specialized AI models and machine learning (ML) provide more accurate results than previous technologies.However, all analytics are based on data—and the more accurate and comprehensive the data, the better the planning results. So, if you are wondering how you can improve your supply chain planning system to create more value for your customers and more profitability for your business, take a step back and ask yourself the following questions:What do individual leaders in the organization want to achieve?What does their data tell them?What is the quality of the data?What conclusions can be drawn from the analysis results?In the area of data and data quality, SupplyOn offers two tools that can be used to improve data quality: Capacity Management and Traceability.In the case of capacity management, the available capacities at the supplier are queried in various time frames on the basis of the customer's delivery call-off data. Providing qualified capacity data to IBP enables more accurate planning. Combined with data from internal systems, this results in more accurate demand planning—and a very detailed picture of supply chain reliability.SupplyOn's traceability system also requests data such as quality information, which, when integrated into the IBP, provides a more accurate plan of availability and possible quality deficits. This allows the plan to be adjusted or countermeasures to be taken in good time.A number of customers have already taken this into account when considering the introduction of an IBP system and have implemented a connection to SupplyOn with very positive results. We would be happy to provide you with more detailed information on the integration and benefits of SupplyOn solutions in your planning environment.

Inside

From mistakes to progress: Miriam on the benefits of a positive error culture

Error culture is an essential component at SupplyOn to promote continuous improvement and personal growth. In this interview, Miriam Lanzinner, Head of SCC and TM Solutions at SupplyOn, talks about her attitude to error culture, how she deals with errors in the team, and what role they play in professional development. As a manager, how do you live the learning culture and actively promote the sharing of experiences from mistakes in the team? Miriam: In our team, mistakes are allowed to happen and that they are a natural part of our work. Nobody makes mistakes on purpose. My motto is: "You live, you learn!" Transparency is very important to me. I make sure that we have open communication and that everyone dares to address unpleasant topics. I achieve this by setting a good example myself and talking openly about my own mistakes and challenges. In this way, I create an environment in which mistakes are not seen as a weakness, but as a learning opportunity. What methods do you use to promote a constructive approach to mistakes? We work according to the SAFe method in product development. Among other things, this is based on the conviction that mistakes are accepted and seen as learning opportunities in order to promote project progress. It is not about apportioning blame but looking at mistakes neutrally and drawing the right conclusions from them. In fact, mistakes are beneficial to our learning. In practice, we use every productive problem to improve our test automation. When an error occurs, we feed it back into the automation to ensure that it is covered in the future. This approach helps us to continuously improve, drive innovation and strive for perfection — without having to be afraid of making mistakes. How does this learning process actually work? Miriam: When a mistake occurs, we discuss it as a team and analyze what went wrong. We often use the 8D process, which systematically examines in eight phases what the problem was and what measures we need to take to prevent it in future. This process helps us to take a thorough and structured approach, especially when dealing with major challenges that affect several departments. Working according to the SAFe methodology also involves regular feedback elements, such as the retrospective. In these retrospectives, we reflect on what went well and what went less well and look for solutions together to continuously improve. Would you say that it takes practice to distance yourself emotionally from mistakes? Miriam: Absolutely. It's a learning process. Product Owners often have a strong personal attachment to their projects, a very high sense of responsibility and the last thing they want for their project is for mistakes to happen. It is human to have the impulse to justify yourself or assign blame when mistakes occur. You have to learn to remain neutral. At the end of the day, we are all pulling in the same direction and customer satisfaction and quick problem resolution are crucial to the success of the company. Experience plays a major role here. For new employees at SupplyOn, it is also a learning process to understand that mistakes are seen as learning opportunities and that this is not just said, but really lived. This is very much about letting go of possible past experiences, rethinking and ultimately building trust. If employees feel that mistakes are accepted, the fear of them will also disappear. And that is so important, because people who work out of fear tend to make more mistakes. Do you have any other tips for employees on how they can analyze their own mistakes and deal with them constructively? Miriam: It's important to take a differentiated view of mistakes and not overlook the interpersonal aspects. Anonymous 360-degree feedback can help to uncover underlying problems that are not immediately visible. I think that's very important, because only when problems are on the table can they be worked on. Employees should also reflect regularly and talk openly about mistakes to find solutions together and learn from them. So, I would advise employees to be open to mistakes and see them as an opportunity to grow. Work closely with your team and take every opportunity to learn and develop from challenges. Would you like to join an employer with a culture of error and learn to use mistakes as an opportunity for personal growth using agile methods? Go to our vacancies: SupplyOn Group

SCM Insights

Connected Ecosystems – a new era for the industry?

In a rapidly changing political and technological world, mutual trust between business partners plays an increasingly important role. Collaboration within trusted supply networks is becoming a critical competitive factor. It is the basis for successful cooperation within the industry. Trust is also built through the timely and comprehensive provision of data that is shared by all parties. The resulting ecosystem brings immediate economic benefits and is the building block for end-to-end industrial digitalization.So far, 2024 has been a year of constant challenges: Geopolitical conflicts, economic crises, and rapid technological leaps are all putting politics, business, and society to the test. Despite all the uncertainties, many events have made one thing clear time and again: We can only move forward together. That is why we need partners from other countries, other industries and other parts of our supply chain - partners we can trust.Politicians in Germany and industry have recognized this. Various initiatives such as GAIA-X, Manufacturing-X or Catena-X have been launched to bring together the various players in an integrated value chain. SupplyOn was also addressed, as SupplyOn has been operating an ecosystem for more than 20 years, has continuously expanded it and is now also interoperable with other ecosystems such as Catena-X.In a business context, such a network requires one thing above all else: mutual trust. Those who collaborate beyond their own company boundaries and strategically share information with partners, suppliers, customers or government agencies need a secure, reliable digital environment!IDC's "Future of Industry Ecosystems 2023" study shows once again that ecosystems and business success are closely linked: 90% of respondents said they will increasingly rely on connected data ecosystems in the future and plan to maintain or accelerate their investments in them. The drivers are:Increased business agility,greater process automationimproved system integration, andincreased data sharing with partners, also for ESG reasons.It is no secret that data and distributed data is what gives networked ecosystems their unique value. Teams and systems in different companies, locations or government agencies can access the same data in real time. Access rights control the shared view of the data, giving stakeholders an unprecedented view of their own information and a clear understanding of the big picture. Based on this broader insight from multiple systems, stakeholders can now make more informed, faster decisions.In practice, we have already seen that this approach to digital collaboration is successful. Companies such as Pfizer and Biontech were able to research a vaccine against Covid-19 in a very short time, and leading companies such as Henkel and Covestro are already using the digital twin to make their contribution to decarbonization across teams. At a large company like Henkel, each business unit functions as a separate company. In one project, more than 4,000 physical and virtual sensors were installed in different areas and integrated into a single system. These sensors measure electricity, fossil fuels, compressed air, steam, water, and waste water, showing energy consumption on a plant-wide level, as well as in individual production areas and technologies. This enables Henkel to clearly identify where and how energy is consumed in different teams and parts of the company, and to initiate measures to reduce energy consumption. As a result, they have improved energy consumption and emissions data across the supply chain by 5 to 6 percent per year.The integration of artificial intelligence (AI) throughout the system provides even greater competitive advantages. Predictive and prescriptive analyses, for example, make it possible to predict bottleneck situations in the supply chain in good time, identify risks and thus proactively avoid supply bottlenecks. Here, too, SupplyOn is already using AI solutions in its ecosystem to strengthen the resilience of the supply chain, make inventories and bottleneck situations visible, minimize risks and thus enable faster and better-informed decisions. This enables them to ensure that products and services meet customer expectations and that ESG regulations, among others, are implemented efficiently (see SupplyOn's ESG Suite).Buyers, planners, schedulers, suppliers and customers: Each stakeholder benefits from a holistic view of the value chain with improved transparency and real-time data. An analysis by Aveva shows that integrated ecosystem thinking enables industry leaders to increase profitability by 10 percent, triple return on investment and achieve up to 20 percent higher sustainability performance. The SupplyOn experts will be happy to advise you on how to successfully implement an ecosystem.

SCM Insights

AI-based chatbot assists with CCF surveys

Sustainability and climate initiatives are increasingly important today. At the same time, companies are under increasing pressure to meet legal requirements for reporting carbon emissions. For suppliers, this means providing their customers with detailed information on their production emissions. To make this process easier, SupplyOn offers an innovative survey tool that optimally supports the user by integrating an intelligent chatbot.SupplyOn's new chatbot is based on the latest generative AI technology. It is trained to support users in completing the Corporate Carbon Footprint (CCF) survey. The bot draws on a comprehensive database of user guides, question and answer lists and other content.By interacting with the chatbot, users can pose questions directly to a digital assistant that provides immediate, expert answers. Long waits for support feedback are a thing of the past.Strengths of the chatbotOne of the chatbot's greatest strengths is its ability to explain and clarify the technical vocabulary used in the survey. Users can ask questions to better understand what exactly is meant by a particular question. The chatbot can also provide information on measurement and calculation methods for different types of emissions, as well as details on possible energy mixes.A particularly helpful feature of the chatbot is its intelligent "reasoning". The bot can independently analyze whether the emission of a described process is a direct or indirect emission, or whether it should be classified as a downstream or upstream emission. In this way, the digital assistant can recommend to the user in which field of the survey specific emissions should best be entered.Launch of a comprehensive AI-based support strategyThe CCF chatbot marks the start of a company-wide introduction of an AI-based help and support system at SupplyOn. The aim is to simplify the use of our applications and significantly reduce support times for our platform users.The integration of the chatbot into the CCF survey is an important step in making it easier for companies to comply with sustainability standards while increasing efficiency. By using AI technology, SupplyOn ensures that its customers are optimally equipped for the challenges of the future.SupplyOn's goal is to provide customers with innovative solutions that meet both the demands of the present and the challenges of the future. The new chatbot is an integral part of this strategy and underlines our commitment to sustainability and technological excellence.

Inside

Career development for IT leaders: success paths and recommendations by Mirjam and Maximilian

We interviewed Mirjam Schubert, Head of SCC Shipping, and Maximilian Schuderer, Manager PD&A Daisy, about their personal career paths. In this interview, discover their career development journeys, tips for your own growth, and advice for your career path.Can you briefly tell us about your career path at SupplyOn? How did you start, and how did you manage to develop into your current position?Maximilian: My journey at SupplyOn began in 2021 as a Senior Software Architect in the Visibility and Analytics area. At that time, our development team was still small, only three or four people. However, much has changed since then—our team has grown exponentially, to over 30 developers, who work together to develop state-of-the-art full-stack web applications with a robust data backbone. My role also evolved. Starting as a technical team lead, I also proved myself on a disciplinary level and increasingly became recognized as a leader. This transformation was recently confirmed through an official promotion.Mirjam: My start at SupplyOn was similar. I began as a Product Owner in the Supply Chain Collaboration team, bringing experience from the agile world. When SupplyOn transitioned to SAFe methods in 2019, it was familiar territory for me. The team's structure evolved in parallel with growing demands, and during this phase, I took on the role of Product Manager. Over the years, our development team has nearly doubled, and my responsibilities and role grew continuously. Due to further growth and changing structures at SupplyOn, I was eventually promoted to Manager of the Shipping area, gaining additional disciplinary responsibility. What role did mentors or role models play in your career path?Mirjam: Before starting my career, I was fortunate to have role models who supported and encouraged me. I want to pass on the luck I had as a young person, being guided along the way. My commitment to training apprentices at SupplyOn was a direct result of this. My path to leadership was characterized by a strong focus on the development of my employees and the team.Maximilian: Before my time at SupplyOn, I didn’t have mentors or role models who influenced my career path. On the contrary, my experience after my vocational training was rather disappointing, as leaders were more interested in billing employees to clients as quickly as possible rather than focusing on their development. This experience was a crucial drive for me to develop myself and support others. Gradually, I took on more responsibility and actively invested in the development of my employees and the team. At SupplyOn, I found an environment where I was given the freedom and opportunity to develop and prove myself.Did you have a specific career development goal that you actively worked towards, and did you actively drive your personal and professional development?Mirjam: I had already carried out parts of the Product Manager role at my previous company. I then acquired the additional qualifications for the position at SupplyOn in close cooperation with my supervisor. Regarding my leadership qualifications, as mentioned earlier, I have always focused on the development of employees and the team. I firmly believe that a team can only reach its full potential if all members work at a comparable skill level. Therefore, I see it as my task to support the team through coaching, provide targeted information, and enable them to continuously develop.My strong interest in mentoring apprentices led me to actively promote the recruitment of apprentices within my team. I even obtained a trainer's license because the topic of training is particularly close to my heart. Through these experiences, my supervisors recognized my potential as a leader and entrusted me with more responsibility in disciplinary team leadership. I am excited to further deepen my passion for the development of employees and teams in my new position.Maximilian: In my role as a Senior Software Architect, I already had technical leadership responsibilities. My goal was to expand this technical responsibility to the disciplinary leadership of development teams. At SupplyOn, I was given exactly this opportunity. I was actively involved in interviews as the technical part and played a key role in the onboarding process and the further training of new developers.This commitment was a key moment for my decision to further develop into a disciplinary leadership role. Even before I could address this with my supervisor, she anticipated my intentions in the next personnel development meeting and offered me the opportunity to lead a large part of our Full Stack Developers disciplinarily.Are there specific training programs, further education, or other measures that you would recommend to younger employees to develop themselves personally and professionally?Maximilian: In my view, there is no one-size-fits-all training or further education. It's highly individual. Accordingly, I invest a lot of time and effort into individual development plans for each employee. Every employee has individual needs and goals. Some value stability and want to feel comfortable in their work while continuously developing, especially if they have family obligations. Others are more focused on their career development and may aim for the architecture path.To grow as a developer at SupplyOn, I definitely recommend acquiring knowledge in technologies outside of one's own stack. For example, I strongly encourage frontend developers to also learn backend technologies. This not only helps to better understand the interfaces within a product and team but also promotes a holistic perspective and strengthens team collaboration. I also recommend getting involved in software architecture. Even if you don't want to become a software architect, the knowledge helps to get a comprehensive overview for daily business, better understand tasks, assess, and execute them.Mirjam: I agree with Maxi. It's also important to emphasize that there are two directions of development: horizontal and vertical. Both are equally valuable. Being a leader doesn’t make you superior. It’s important to nurture each individual and create a development plan together. There are various training courses, from Scrum to leadership training, which are useful depending on background and experience.I see this as a dialogue with the supervisor: Where do you see yourself? Here’s how I see you. All paths are open, whether vertical in the hierarchy or horizontal in other roles such as project management or that of a Scrum Master, depending on strengths and interests. That's what's great about our work with SAFe: there are many different roles and development opportunities.It’s important to understand that what you learn here can also be applied elsewhere. You're not learning for the company SupplyOn, and you're not continuing your education for them, but actually for yourself. Once you understand that, it's a huge added value that, through your own motivation to learn, also benefits SupplyOn as a company.Were there any particular challenges or obstacles on your way to your current position? How did you deal with them, and what lessons did you learn that you would like to pass on to newcomers who aspire to a similar career?Mirjam: Before my time at SupplyOn, I experienced firsthand as a newcomer how a work environment can evolve from hurtful comments to bullying. Such experiences can be very unsettling at a young age. A boss telling you that you're not good enough can really hit you hard. You feel worthless and start doubting yourself. In general, I’ve learned that it’s important not to doubt yourself, your strengths, and your abilities, even when it’s difficult. Fortunately, I had someone back then who stood up for me.Maximilian: I had a similarly challenging experience at a previous employer. My former supervisor threw me into a large industrial project without proper onboarding. Despite the lack of support and clear deficiencies in the onboarding process, I was expected to deliver full performance immediately. When I sought support, I was advised to leave the industry if I couldn't handle it.At SupplyOn, however, I had a completely different experience. The onboarding was highly professional and structured. I was thoroughly onboarded and received strong support from my supervisors and colleagues from the start. This positive and supportive work environment showed me how important good onboarding and a strong team are to be successful and to develop.I would recommend to young employees: stand up for your needs for information, communication, and onboarding. Seek conversations. And if these don't bear fruit, trust yourself, listen to yourself. Don't let obstacles discourage you; instead, use them as an opportunity to strengthen your skills and determination to achieve your goals.Mirjam: Fortunately, it’s different for me at SupplyOn as well. I experience mutual appreciation and open, eye-level communication here as central elements. Regardless of the position, all employees are treated with respect and are important. This collaborative environment, exemplified by the leaders, contributes significantly to the positive work atmosphere. Would you like to drive your own senior career development at an appreciative IT company? Take a look at our open positions and apply today!

SCM Insights

Supplier Performance Management: how to systematically strengthen your supply chain

SCM Insights

Business Continuity: contingency plan in case your supplier is the victim of a cyber attack

Unfortunately, cybercriminals continue to gain access to corporate IT infrastructure, encrypt data, and then demand large sums of money to "decrypt" it. The impact on affected companies is devastating! It often takes several months before they can operate as they did before the attack.Even if your company has planned for this eventuality: What if one of your key suppliers is affected? How long can you produce without them? How can you continue to manage the relationship if EDI is down and email is out?True to the motto "better safe than sorry", we at SupplyOn offer our customers the creation of an emergency plan for such cases - before the disaster strikes. The aim of the plan is to implement and support an orderly and monitored cooperation with the affected companies within 24 hours. All order types such as JIT/JIS, orders, KANBAN or VMI, etc. can be integrated.In the first step, our experts work with the client to develop a customized contingency plan and define the necessary adjustments and actions. The second step is to define the preparations for the emergency. Once all the necessary actions have been defined, the plans are communicated - in paper form, of course - along with all the key contact information. This ensures that the right people in your organization are notified in the event of an emergency, for example, via their personal cell phones.In the event of an emergency, you and the supplier concerned initiate immediate measures and determine the next steps together with SupplyOn. This includes the immediate registration and activation of the supplier on the SupplyOn platform as well as the transfer of open and current orders and delivery schedules to the Supply Chain Collaboration solution. Together with our consultants, the first steps with the supplier are then carried out and monitored. The support provided by SupplyOn gives the suppliers concerned peace of mind and avoids unnecessary delays and queries to Customer Support.The package offered by SupplyOn supports your suppliers in the first steps out of the chaos and on the way to an orderly production process. In addition, the SupplyOn platform prevents the malware from spreading to your company and ensures that business can continue to be conducted electronically as before.Got curious? Then get in touch with us below.

Inside

Feedback for career growth: Sabine’s top tips for success

In this interview, Sabine Moudilou, Manager Portal UI/UX, who has advanced her professional development at SupplyOn through openness and targeted feedback, shares her valuable experience and tips on feedback and self-development. Find out how constructive feedback can help you achieve your professional goals.Can you briefly outline your career at SupplyOn and describe what feedback means to you personally?Sabine: Sure, of course. I started at SupplyOn in 2016 as a working student. After graduating from university, I supported our customers as a consultant with the implementation of our SCC solutions. I then moved to the Supplier Onboarding team and took on my first team lead position. For about three years now, I have been working as a Manager in Product Development at SRM & Portal, supporting UX Designers, Product Managers and Product Experts in their daily work.Feedback has always been incredibly important to me. I am open to feedback and also like to give timely feedback myself. I see it as an opportunity to learn and develop. The feedback I received from my colleagues was particularly valuable because I was able to learn from great experts in their fields. This helped me enormously, especially at the beginning of my career.What strategies have you used to get constructive feedback from colleagues and managers? Are there any specific methods you would recommend?Sabine: I try to actively seek feedback, be it after presentations or in preparation for important meetings. I often ask directly what they think of my work, whether I have conveyed the content clearly and what I could improve. I find it particularly important to explicitly ask for feedback at the end of the year, independently of formal target agreement meetings. This gives me the opportunity to reflect comprehensively on my achievements and challenges of the year.Last year, I initiated 360-degree feedback for myself. I asked around 35 colleagues from various departments and hierarchy levels for their anonymous feedback. At the time, I had moved into my new position and wanted to make sure that I was heading in the right direction in the way I was living this role.It was an exciting experience and really helped me to get different perspectives. It was not only valuable for my professional development, but also very appreciative for me personally. Once again, it showed the good collegiality at SupplyOn, because my colleagues invested a lot of time and effort in my assessment, for which I am very grateful.I find joint reflection and the broadening of perspectives and perceptions extremely valuable. I also give my manager feedback relatively often, for example on my perception of presentations, events or meetings. Our regular weekly jour fixe meetings in particular provide an opportunity to give structured feedback.These perceptions and reflections are very well received. Of course, feedback can also be spontaneous, for example directly after a successful presentation. However, in my opinion, the key to high-quality feedback is good preparation. If feedback is well thought out and prepared, it is particularly helpful.How do you personally deal with feedback from colleagues and managers, especially when it is critical or challenging?Sabine: First of all, listening is essential for me. I try to really understand the feedback and if it's difficult, I sleep on it. Then I talk to the person again to clarify any ambiguities. Sometimes I also discuss the feedback with other colleagues to get a second opinion and better understand it.Can you give an example of how you were able to grow based on specific feedback?Sabine: One specific example is my current position in the product area. I was open to new opportunities. But without the recommendations and feedback from my colleagues and managers regarding my strengths, for example, I wouldn't have had the idea of applying for this position in a specialist area that was still foreign to me.I saw the feedback to develop myself in this position as an opportunity to develop further. The new position has been a great learning curve and I am grateful for the opportunity to think outside the box and prove myself in a new area.What advice would you give to people who are afraid to ask for feedback because they feel vulnerable?Sabine: I understand this fear very well. Getting feedback takes courage, but it's a valuable opportunity to get out of your comfort zone and grow. It helps to trust that most colleagues want to give honest and constructive feedback to be supportive. It also shows that you really want to develop.Good preparation for feedback meetings can also provide additional reassurance. The more often you ask for feedback, the more courageous you become in the process. I recommend using the projects and initiatives of the past year as a guide when asking for feedback if you are unsure.Reflect on the challenges you faced, as well as your successes and moments of happiness. Where did you get stuck, where did you reach your limits, but where did you surpass yourself? Think about specific questions that you want to ask in order to receive targeted and helpful feedback.It can also be helpful to obtain feedback outside of the regular goal-setting meetings, for example through 360-degree feedback. This not only shows your willingness to develop yourself, but also strengthens teamwork.For your own career development, I can only recommend that you listen to how others see you and how they assess your strengths. I would be delighted if my experience report helps you to deal with feedback more courageously, to dare to ask for it and to advance your own career.Ready to take the next step in your career? Apply now and experience how valuable feedback and a strong team culture can drive your professional development! To our job offers

Welcome to the SupplyOn Blog

The most popular articles at a glance

Increasing the resilience of global supply chains through holistic approach

Focus on innovation: an interview with board member Dr. Stefan Brandner

Leonardo extends AirSupply to the entire supply chain and kicks off second phase of Leap