 By Andrea Kostelas - Editor of the GSC Review Magazine.
As Senior Vice President of Supply Chain Management, Billy Crotty oversees Superior Communications' Sourcing, Procurement, and Product Development departments. One of his primary responsibilities involves cultivating and maintaining relationships with OEM and ODM partners to ensure both customers and consumers are provided with the most complete accessory solutions. Billy joined Superior in 2007 and brings over 20 years of experience in supply chain management, sales, business development, engineering, strategic planning, and product management. Prior to joining Superior, he served as COO at Cellon International, a leading mobile handset design company based in China.
Graduating from UCL Ireland with a Bachelors of Science degree in Production Engineering, Billy went on to earn an MBA from the Babson School of Business in Wellesley, Massachusetts. During his spare time, Billy enjoys playing golf, sailing, and is an avid fan of rugby.
Billy received the 2009 Top 25 Supply Chain Executives Award from the Global Supply Chain Leaders Group.
How important is supply chain management to Superior Communications' overall business strategy?
Supply chain management is one of the backbones of our company. Given the ever increasing demands by our customers for shorter development lead times, lower costs and faster fulfillment, the job of Supply Chain management is critical to the long term success of our initiatives.
What primary areas of focus (or key initiatives) should Superior Communications be looking at for Supply Chain Management?
Faster time to market without jeopardizing quality and lowering overall costs through collaboration and innovation with our key partners and suppliers.
How has outsourcing enabled Superior Communications to be successful with these initiatives?
Superior has built out a network of suppliers and partners (domestically and internationally) that work in tandem to support our dynamic needs through online systems and personal one-on-one daily communications. Superior relies on its suppliers to collaborate and provide innovative solutions for continuous supply chain improvement.
How is Superior Communications addressing the market's increasing focus on 'green' supply chains and reducing a company's carbon footprint?
We have taken our environmental stewardship initiatives from our products and packaging all the way through to our employee attitudes while not at work. Superior has taken a leadership role in working with suppliers to provide comprehensive and cost effective 'green' solutions in materials used to manufacture and package our products. We have analyzed the carbon footprint of our products and brought forth options for our customers’ consideration that allow for the balance of 'green', aesthetics and cost. This is a continuous and proactive effort.
What do you think the key Supply Chain Management priority for the coming 2-3 years is for Superior Communications?
Superior has laid the groundwork for constant improvement using Kaizan principles. Our drive to constantly meet and exceed our customer expectations will require closer collaboration and innovation from design, planning and execution coupled with better use of automation and online systems. Management of the supply chain all the way through to the end consumer is a key initiative at Superior.
What are the biggest INTERNAL challenges for manufacturers to achieve supply chain excellence?
Getting the right information at the right time and making the product right the first time.
If one does not achieve that, then no amount of automation, line efficiency and downstream supply chain (parts) management, will overcome being late.
What are the biggest EXTERNAL challenges in achieving supply chain excellence?
Like all organizations, we are dependent on our partners and suppliers to achieve higher degrees of efficiency. Superior works with our supplier base in defining what is needed and how it can be achieved in a collaborative manner. We provide long term visibility to our demand and have personnel on site at their facilities to ensure there is no misunderstanding.
What are the supply chain challenges to which Superior Communications SHOULD be paying more attention?
I believe we at Superior have people and systems addressing the majority of the core supply chain challenges. One can always do more, but the key is to finish what you start and learn from it while moving on to the next initiative. Constantly adding value to the supply equation is a significant challenge we face with the push/pull of increasing cost pressures and expectations.
Who is responsible for planning your company's business continuity when facing natural disasters, major disruptions or other geopolitical issues?
Within Superior we have several contingency plans that address issues from IT, transportation, supplier disruptions and factory fulfillment. These are generally consolidated by our operations management and finance groups.
What are the main skills and personal attributes that have helped you reach your current position?
Having worked in several industries (Pharmaceutical to Wireless), in varied disciplines (Engineering to Finance) and in many geographies (Europe to Asia) has provided me a unique view of how and why things work. Having worked in Supply Chain for over 10 years dealing with suppliers, partners and customers allows me to appreciate the need for a balance of trust and control to achieve your goals. The single most effective attribute is honesty with your team, customers, and supplier base such that everyone knows what is expected. If you don't have the trust of your team or supplier base you will not be successful.
How do you grade Superior Communication's supply chain overall performance in client satisfaction?
That is a difficult question. Our customer base is forever challenging us to be better while the competition is always looking for ways to take away our business one piece at a time. I believe our customers are satisfied with our constant drive to support their needs and to the degree they are successful we can say our performance is excellent.
During this economic downturn, how do you keep your entire organization motivated?
Superior has been in business for over 17 years with many key employees having tenure of over 10 years. We have seen good and bad times and have weathered all with a belief we will succeed. Superior is extremely focused on the well being of its employees and their motivation stems from knowing Superior has their best interest at heart.
When do the fuel cost / dollar exchange and / or geopolitical factors make insourcing a viable option?
Superior already does a lot of insourcing in our development and fulfillment activities premised on the fact we need flexibility and speed which outweighs cost savings from overseas operations.
Who do you rely on for advice?
I certainly do not believe I know the answers to all of supply chain needs. I look to my team, peers, my partners and suppliers to work with me in a collaborative manner to achieve our mutual goals.
What have you learned as Senior Vice President, Supply Chain that has surprised you or changed the way you do business?
Leadership comes in many forms, from rolling up your sleeves and leading by example to defining strategy in a PowerPoint presentation. What I have learned in my tenure at superior is that change is inevitable and should be embraced and not cowered from. How fast one adapts to change is directly related to how successful you will be.
Turbulent times should be the best time to implement changes. However, companies tend to paralyze due to uncertainty in the market or their human capital. What is your advice to maximize the opportunities to implement changes during tough times?
I don't know if I agree with the statement that turbulent times are the best time to implement change. Change is inevitable and all organizations need to be constantly looking for ways to improve in good and bad times. I do agree that in turbulent times a company needs to act and act effectively to survive. In turbulent times companies like Superior need to ensure our customers’ needs are addressed as much as looking after our own needs. If our customers are in trouble and we do not act to help, then regardless of what we do to help ourselves we will not be successful.
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