Managing 8+ billion products annually across 180+ countries while reducing logistics footprint by 27% requires more than traditional supply chain thinking. Steeve Yammine, Global SVP of Supply Chain at BIC, has orchestrated this complex operation by fundamentally reimagining how global companies approach contingency planning, regionalization, and talent development.

He tells John his journey from brewery night shifts in Belgium to steering one of the world’s most recognizable consumer goods supply chains offers practical frameworks for building resilient, efficient operations. Steeve also touches on how BIC transformed from inventory-heavy contingency planning to dynamic scenario mapping, implemented meaningful sustainability initiatives beyond product redesign, and developed a hiring philosophy that prioritizes critical thinking over technical knowledge in an AI-driven landscape.

Topics discussed:

• The evolution from inventory-based contingency planning to dynamic scenario mapping using digital tools that activate different responses based on real-time conditions rather than stockpiling safety stock.
• Implementing a regionalization strategy that balances proximity to demand with strategic global redundancy, ensuring dual sourcing across different geographic regions to avoid single points of failure.
• Achieving a 27% reduction in logistics footprint through better planning and technology optimization rather than traditional cost-cutting measures.
• Developing sustainability initiatives that focus on supply chain footprint optimization alongside product innovation, including 78% ocean plastic content in select pen lines and refillable lighter systems.
• Building and managing culturally diverse teams across global operations while maintaining operational coherence through people-first leadership and cross-cultural communication strategies.
• Talent selection philosophy, emphasizing 80% focus on problem-solving approach and critical thinking skills versus 20% on technical knowledge, recognizing AI’s impact on skill requirements.
• Managing the complexity of vertically integrated manufacturing where BIC produces everything from raw resin to finished products across 20+ factories globally.
• Strategies for navigating geopolitical uncertainties and tariff fluctuations while maintaining supply chain stability and avoiding constant operational disruptions.
• The transformation of supply chain leadership from operational support roles to strategic business partners with seats at executive decision-making tables post-COVID.
• Integration challenges and supply chain strategies for recent acquisitions like Tangle Teezer and Inkbox, expanding BIC’s portfolio beyond traditional product categories.

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Guest Quote:

“The how or when you look at that data, what critical thinking you are putting, how you are moving from this data overload to a strategic advisor is what every talent is moving to and how you’re communicating that is more important than what you’re communicating. Sometimes you can have a very, very, very bad results. But if you’re showing you know how to fix it and you are fixing it and you’re going the right direction is very, very important. So I think a lot of things in talent I look at, not just the cultural, the openness and the complexity, but also how do they come across, how do they present, and how do they communicate, and how do they take a very complex problem and make it simple?”