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Supply chain
Leading with coherence through complexity: Jeroen van Weesep
In this exclusive interview, Jeroen van Weesep, Senior Vice President and Head of Supply Chain of Personal Health at Philips, reflects on how supply chain leadership evolves to deliver value in an increasingly complex and dynamic operating landscape.
In our 2025 IMD Global Supply Chain Survey, we highlight the specific challenges leaders face when transforming supply chains today. To complement the 2025 survey, we have interviewed leaders in the field to get their insights on best practice in a complex and changing environment.
At Philips and across other global companies, optimizing the supply chain ecosystem is clearly part of the executive agenda.
From background function to business orchestrator
Van Weesep has witnessed firsthand the redefinition of the supply chain’s role. “It used to be an enabling, back-office type function,” he recalls. “Today, it’s a critical, pro-active component of the business strategy and essential to delivering what customers need and value.”
He describes modern supply chain leaders as integrators who connect functions, manage trade-offs, and orchestrate execution. “Supply chain is no longer just about executing flows; it is about orchestrating cross-functionally to deliver customer outcomes.” Creating that superior proposition is defined by how well all functions work together, from development and launch to delivery. In this system, the supply chain has a huge influence on bringing a perfect customer experience. “How a product is designed, for example, influences how we plan, source, make, and deliver.”
“At Philips and across other global companies, optimizing the supply chain ecosystem is clearly part of the executive agenda.”
“Competence,coherence, and trust are the foundation - technology cannot replace that.”
Increasing demands on leadership
Van Weesep believes supply chain leadership has become more demanding: technology has evolved rapidly and continues to do so. The bar of customer and stakeholder expectations is constantly being raised. “Also, the volatility in which we operate has intensified,” he observes.“Although the fundamental challenges in supply chain have not changed that much, with more disruption and very high expectations, the elements to manage have increased significantly.”
He emphasizes that even though technological developments are essential in supply chain capabilities, the role of people and culture is not to be underestimated. Success depends on the overall capability defined by people, processes, and systems, never tools alone. “Competence,coherence, and trust are the foundation – technology cannot replace that.”
Solve disconnects structurally
Van Weesep notes that new challenges drive a shift in leadership focus. “While excellence in execution will always be a key focus in supply chain, most of my focus is on identifying and addressing inconsistencies in, for example, processes, behaviors, competencies, or data,” he explains. “Supply chains have become extremely interconnected and integrated, and I always ask myself the question: What disconnect across the value chain do we need to address to become more coherent in the future?”
He cautions against a linear approach, explaining that, in a complex supply chain ecosystem, pulling one lever to drive change might not consistently move the system in the desired direction on all fronts.
One of the disconnects he recognizes is around talent development. The experience of working in multi-disciplinary teams, coming together in one (physical) place, and creating a customer-centric approach that is truly aligned across all aspects of the business is invaluable. “During Covid, we had to focus so much on continuity in our own area, which caused a loss of momentum in cross-functional collaboration and integration. The difference between understanding the concept of the value chain versus experiencing what it is like when it all comes together is significant.”
Implementing plans that support future supply chain leaders to gain this experience and grow their ability to become the orchestrators of the future is key for van Weesep
The role of a leader is to drive transformation with care for both people and impact.
Take your culture into account
Transformation is not about incremental improvements but about making a step change through driving coherence. “You often see a tension between breakthrough change and continuity. That tension is not about resistance, but rather a natural response of the organization depending on the culture, which leaders must manage with empathy and discipline.”
In an organization that has a culture of excellence in execution, the challenge lies in driving step change and fruitful disruption without sacrificing consistency and rhythm in operations. In an organization with a culture of innovation and entrepreneurship, maintaining operational excellence is more of a challenge. In either case, the role of a leader is to drive transformation with care for both people and impact.
Supply chain leadership goes beyond execution.
Reflections for supply chain leaders
Drawing on his experience leading global supply chains across industries, van Weesep offers three reflections for today’s supply chain leaders:
- Start with the customer in mind: Know who pays for your product or service and why. Understand the value proposition. Supply chain strategy begins here.
- Focus on systemic value creation: Supply chain leadership goes beyond execution. It’s about orchestrating the delivery of the value proposition together with R&D and Commercial, working consistently together to achieve the desired customer outcome.
- Drive coherence and solve disconnects: Operational under performance is easy to measure. Inconsistencies to address are harder to spot – but that’s where transformation begins to build your aspirational future.
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