READERPROFILE
I also focus on recruitment. A company is only as good as its supply chain, and the supply chain is only as good as the talent behind it. Competition for talent is intense, and ensuring we have the right people is essential to delivering on our strategy. STARTING OUT My father was in the oil and gas industry. He was my inspiration—hardworking, dedicated, and technically outstanding. I tried to model that, which drove me toward engineering. As a child, I was into sports.That made me competitive, but I also loved social connection and teamwork. Helping people resonates with me, so I pivoted toward the healthcare space. It’s purpose-driven and about making people feel better. What’s great about Reckitt is that we make products that people trust. And it’s a kick to see your products on TV or in the store.
Philip Hampden Smith Answers the Big Questions 1 What activities make you better at supply chain management? I get to the gym by 5:30 every morning. You can do something like a Kaizen Blitz event that’s
a series of silos. True resilience and eciency comes from visibility and collaboration across a network. If you operate with silos, you can make some progress, but it’s not built on a strong foundation. 3 What gets you out of bed in the morning? Being around people and tackling problems together. Supply chain is a contact sport. If you’re not into teamwork, if you’re not getting down on the ground, staying close to your shop floor, and really understanding the challenges and then helping to solve problems, I don’t think supply chain management is for you.
intense, focused, and short term. But consistent performance will beat short-term intensity. That’s very much what we find in supply chain. You also learn that progress requires patience, in the gym or in supply chain management. 2 What leadership or supply chain lesson resonates with you? Particularly in my recent roles, I’ve found that you need to manage the supply chain as a network and not
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May 2026 • Inbound Logistics 11
ICC =inventory carrying costs C =capital T =taxes I =insurance W =warehouse costs X =shrinkage S =scrap O =obsolescence costs R =recovery
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