Johnny Ivanyi is currently working as the Global Head of Logistics CoE at Bayer Crop Science. He is responsible for leading the global distribution operational excellence strategy and transforming logistics across the regions by identifying, assessing, and implementing innovative, strategy methods and new technologies such as Global Transportation Management Solutions (TMS), Global Warehousing Management Solutions (WMS), Last Mile Visibility, and Logistics Smart Centers, including Business Intelligence and Data Analytics. Additionally, Ivanyi oversees digital transformation efforts that results in potential cost savings, distinct customer experiences, and a competitive edge while fostering strong stakeholder connections and creating external collaborations.
How has the supply chain space changed lately?
Even two years back, the domestic market was the only go-to option for a majority of customers. However, now buyers have gone global, making it mandatory for businesses to focus on swiftly transporting their products across the globe.
Within Bayer, we are focusing on improving the end-to-end supply chain visibility across air, water, and road transport to foster efficient international logistics operations. And to gain better traceability across the entire supply chain, we use tools like TMS Plus, which comes with a real-time progress mapping feature. Moreover, searching for better ports and carriers for efficient product handling and swift transport is also among our foremost concerns.
Within Bayer, we are focusing on improving the end-to-end supply chain visibility across air, water, and road transport to foster efficient international logistics operations
Could you walk us through some of your recent projects at Bayer?
Currently, we are focused on the digital transformation of our supply chain by implementing new systems. Also, we are expanding the reach of our transport management systems to 90 countries by working with our partner—Blue Yonder, a leading end-to-end supply chain management solution provider. Such efforts will help us process transportation planning, execution, and payment within a single tool.
On the Supply chain visibility front, we are focused on outreaching our last-mile traceability to North America, APAC, and Latin America. Also, to bring transparency to our operations and avoid manual interventions, we are connecting Bayer’s ERP systems with POS providers.
What will be advice to industry peers?
Along with investing billions of dollars in systems and process improvements during a digital transformation journey, businesses must also transform their people. At Bayer, we have logistic providers, also called our partners, whom we rigorously coach to make them more honest and responsible.
Change management is the second aspect, where using the right employee training, businesses must induce a digital mindset and rational decision-making skills. Moreover, hiring the right talent is a must to make the supply-chain operations robust. Finally, to best suit their operations across diverse geographical locations, companies also need to hire local talents so that the employees can address the different socio-cultural needs of different locations.
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