Rethinking Supply Chain Flow with Federico Marchesi, Haier Europe

Guest: Federico Marchesi, Chief Supply Chain Officer at Haier Europe

Federico challenges conventional wisdom that just-in-time manufacturing remains viable in today’s disruption-prone world. Instead, he shares a banger of suggestion on how companies should think in terms of “flow of product” rather than pure optimization.

Chapters

[00:00:00] Introduction and Federico’s background

[00:00:44] The supply chain issues underlying manufacturing problems

[00:01:27] Why just-in-time manufacturing doesn’t work anymore

[00:02:46] Inventory as the ultimate edge in supply chain

[00:03:36] Vertical integration and redundancy strategies

[00:04:51] Having the cost conversation with CFOs

[00:06:23] Managing freight procurement as a mid-size shipper

Key Insights for Logistics Pros

Flow Trumps Optimization [01:27] Just-in-time manufacturing was built for a stable, integrated world that no longer exists outside factory walls. Federico puts it bluntly: “Just in time manufacturing is just not gonna work because of the disruption, that’s it.” Instead, he pushes for a fundamental shift toward thinking in terms of flow rather than optimization. This means rethinking inventory strategies and supplier relationships to create systems that can handle disruption while still delivering value.

Inventory as Strategic Edge [02:46] Rather than seeing inventory as a necessary evil, smart supply chain leaders strategically position it based on purpose and location. He explains how inventory in containers outside ports gives you flexibility for last-minute reallocation, while holding inventory of slow-moving products lets you respond quickly to customers. It’s all about having the right inventory in the right places.

Redundancy is Non-Negotiable [03:36] Supply chain disruption isn’t a possibility – it’s inevitable. Federico emphasizes that alternative sourcing must be substantial, not just token backup plans. Whether through vertical integration (like Tesla) or “China plus one” strategies, companies need real alternatives that can handle significant volume.