Catching up with Jerry Wolfe, CIO and VP Supply Chain Strategy, McCormick and Company Inc.

What keeps you up at night?

Without question, the biggest challenge in the next threeyears for consumer goods (CG) manufacturers is profitable growth. There arethree areas of focus -- maximizing base business opportunities in more maturemarkets, insight-driven innovation and selective acquisition -- particularly inless developed markets. CG companies must create this focus in the context ofoperating strategies that are reaching the point of diminishing returns withrespect to cost optimization as fuel for innovation. It will be very difficultto avoid the temptation of trying to save the way to prosperity.

Additionally, it is critical to fully maximize core businessopportunities. Think beyond the concept of alternate channels and more aboutconsumers and shopping occasions. Opportunities may exist that do not requirethe investment in and risk associated with new product introductions andgeographic expansion. Find ways to grow without getting spread too thin andleverage core strengths.

How can manufacturers and retailers better collaborate?  

The keys to improved collaboration are to make the routinetransactions as "lights out" as possible and to focus more time andresources associated with the relationship toward growth. At this point, wehave all the tools and technologies to more fully automate the routine. Gettingthere is really more a matter of focus and persistence.

How cool would it be to spend more discretionary timebetween trading partners on understanding consumer insights and activatingconsumers? Web 2.0 technologies and the Internet in general have huge roles toplay in this regard. Trading partners need to think and act more like oneseamless business and operating model.

How can supply network collaboration support optimization?

The white space between customers and trading partnersoffers the next vista for operational improvements. In practical terms, thismeans rethinking business boundaries. What processes really create competitiveadvantage, and what processes can create incremental value through transparentand collaborative relationships? We need to revisit our thinking about what iscore, what is the basis of competition and where we might collaborate toachieve scale and network advantage. Are competitors really competitors in allcases? Our thinking needs to shift from supply chain to value networks. 

We have the needed information technologies to enable valuenetworks between many trading partners. The difficulties lie in the concepts ofcontrol, risk sharing and historical perspectives.

A quote from Michael Hammer comes to mind: "The softstuff is the hard stuff."

First job:

Selling shoes

Who inspires you?

Benjamin Franklin

How do you reward yourself?

Music for my iPod

Favorite Vacation Spot:

Virgin Islands

Favorite Movie:

Blade Runner

Favorite Musicians:

Todd Park Mohr, Big Head Todd and the Monsters

Proudest moment:

Watching my children help their grandparents

Biggest challenge:

24/7 global business

Hobby:

Skiing

Favorite quote:

"A person who never made a mistake never tried anythingnew." - Albert Einstein

Favorite sports team:

Philadelphia Eagles