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Skip to content Header space placeholder. Header paragraph placeholder. BG Color: Red. BG Color: White. CP Logo White. Hamburguer Menu icon. Who We Are. Our Leadership Team. Board of Directors. Board Committees. Our Stories. Our History. Our Policies. Responsive Image. Our Brands. View Our Brands. Our Innovation Culture. Maintaining Consumer Trust. Clinical Trials. Our Innovation Stories. They were onsite all the time. They were supporting the change. They were adjusting the system to the needs of our customization partner, and were collaborating with us totally during the phase of implementation.
We knew that the change-management piece was going to be critical. So we were prepared to do the training, and had the right amount of people on the floor making sure that everyone understood what was needed to be done.
And with the support of Nulogy, we got it done. SCB: When the six months were over, and the pilot was a success, did you then proceed to roll it out to everybody at once, or did you also phase that in? But once again, we have to sell it in to our customization partner. This is not something that we go and mandate. What we do mandate is that we're going to become digitally integrated. Our partner has to then provide us with the connections and platform so that we get the visibility we need with the Nulogy solution.
If they decide to go with something else, OK. But we need that visibility. We expect to have all of them digitally connected in the next two years.. SCB: To date, even though the project is not yet complete, what do you see as benefits achieved up to now?
Additionally, we reduced energy usage in all production facilities. Lohani: There is always a tradeoff between offering customization through product proliferation and attaining efficiency in the supply chain through product rationalization. How does Colgate find balance between making sure customer needs are met while maintaining supply chain efficiency? Standardizing so much of the production process allows us to improve manufacturing efficiency.
We approach production rationalization through portfolio management. It all boils down to the dollar sales per SKU. If the dollar sales for a specific product in a portfolio are low and not treating a condition or catering to the need of a particular customer segment, then chances are that it's just another product, adding no significant addition to the portfolio. We identify these products and consider whether they truly provide value.
Lohani: It's rare to see someone work for a company for more than three decades. Why Colgate? From the start of my career, I always looked for opportunities and ultimately always found the best opportunities to grow and learn here.
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