Helping organizations identify impactful global end-to-end supply chain strategy and operations leaders
The best companies know that to stay competitive in a time of rapid change, consumer disruption and the fast pace of globalization, they need to treat their Operations and Supply Chain as a strong competitive asset rather than a cost line. Since multiple levers within an organization’s global operations and supply chain directly affect profitability and can cause serious exposure, our team of global experts initiates the important conversations and begins its contributions at the Board and CEO level, helping organizations address complex topics such as future customers’ needs and strategic partnerships, and weigh risk against opportunity.
Chief Operations Officers and Chief Supply Chain Officers
Today’s effective leaders operate across the full spectrum of the chain.
Leading companies not only
digitize their Supply Chain but they handle their end-to-end global operations as a critical source of competitive advantage. Once seen as a chain of goods running from point A to point B, today's supply chains function more like an intricate web of integrated, global relationships. As a result, today's CSCOs are strategic relationship builders who recognize the vast interconnectivity across global supply chains. No longer focused solely on operations, the COO now is also concerned with strategy development, product and service innovation, and even sales.
COOs and CSCOs today must both think about long-term strategy and profitable growth as they make both operationally possible. With a CEO's mindset, these leaders are adaptable and comfortable interacting with people at all levels, while also functioning as analytical gurus and interpreting vast amounts of data.
Chief Procurement Officers
We identify leaders who bring innovation into the company, improve competitive advantage and contribute to overall enterprise success by creating value.
The CPO’s role is central in many organizations.
Transformational procurement leaders have evolved from focusing on price and cost to a more holistic orientation toward value, championing change and innovation within and outside the organization by navigating through complex environments with powerful stakeholders. CPOs are driven by actions and results, thus impacting the bottom line. They lead with vision, build high-performing teams, and they act with honor and integrity, with accountability for supplier risk on the first tier and often even on the second and third tiers.
Chief Manufacturing Officers
We identify leaders who can drive processes to transform manufacturing operations by taking advantage of the latest manufacturing technologies and digital advancements.
Chief manufacturing officers lead manufacturing operations and focus on developing world-class capabilities around people, processes and systems. They build high-performance work teams within organizations in order to drive reduced costs, higher product quality, improved reliability and greater speed to market. We have partnered with global leaders across industries to help them build transformational manufacturing leadership capabilities, from the largest companies in the world (e.g.: Fortune 50 companies recruiting a Global SVP of Manufacturing and Supply Chain Disruption to leapfrog competitors through innovation) to emerging innovators (e.g.: biotechnology companies in Immuno-Oncology designing
leading edge global manufacturing and supply chain footprint to help solve for cancer).
Chief Logistics Officers
Identifying leaders who build and run an efficient, effective logistics and supply chain organization.
Chief logistics officers are influential negotiators who lead global teams through transformation and change. Working with a global Top 10 big pharma company, Russell Reynolds and Associates recruited the first IoT leader in the industry to reinvent how drugs are provided to patients around the world in the safest and most cost-efficient way possible. We know that CLOs develop the strategy for a company's logistics and supply chain, and deliver the highest levels of customer service in the most cost-effective manner. They must be world-class operations leaders who can drive
step change in operating performance across complex global supply chains, but they also must possess a strong execution orientation and analytical and problem-solving skills to transform logistics capabilities within organizations.
"The key, the most important reason I have confidence in RRA, is that you treat candidates with great respect."
