Home › Blog › Articles posted by Kristina Nuss

SupplyOn Blog

Kristina Nuss

Employer Branding Expert

As an employer branding expert at SupplyOn, my goal is to position the employer brand externally and not only attract talent, but also inspire them to stay with SupplyOn in the long term - with fresh ideas, strategic sensitivity and a clear focus on an authentic employer brand.

My blog posts are all about authentic content with real insights that are close to people.

Posts by Kristina Nuss:

Inside

Supply Chain Digitalization Consultant at SupplyOn: Taking responsibility and shaping the future of the supply chain

An interview with Christian Poetzel, Manager Consulting Supplier Management at SupplyOnThe role of digitalization consultant is more important today than ever before - especially in supply chain management. At SupplyOn, exciting career paths are opening up for people who want to actively shape the digital transformation of global supply chains. Christian Poetzel, Manager in the Consulting division, gives an insight into his day-to-day work, describes the skills required in this role and shows what development opportunities are open to consultants at SupplyOn.What does your everyday life as a Manager in Consulting look like?Christian: We support companies in digitizing their supplier relationships and making them more sustainable. My team and I help to make data in complex supply chains transparent and to optimize processes in a targeted manner. Together with our customers, we create the basis for greater efficiency and stability in their supply chains.My job as a manager is to create the framework conditions so that my team can successfully implement projects. This includes analyzing processes, identifying potential and implementing our digital software solutions together with our customers.No two days are the same: sometimes the focus is on internal coordination, sometimes we work closely with our customers on strategic projects. The focus is always on the question of how we can translate specific requirements into tailor-made digital solutions. The variety of topics makes the work not only varied, but also very exciting.What key skills does a consultant need in the field of supply chain digitization?Christian: Clear, structured communication and a good feel for different perspectives are important skills - both internally and externally. Close cooperation with our customers requires us to understand complex requirements and present them in an understandable way. It is important to develop viable solutions in a team and with the customer.In addition to strong communication skills, personal responsibility and a solution-oriented approach are required. The digital transformation in supply chain management is constantly evolving. Anyone who is open to change and enjoys learning new things is in good hands with us. We encourage independent action and expect our consultants to take responsibility - right from the start. Maria-Pia Drago and Xiurong Cai, for example, show what this looks like in everyday life in their experience report “Taking Ownership”.At a professional level, you need a certain affinity for IT and experience in project management. Our daily tasks include planning, coordinating and implementing our digital solutions for international customers. Structured process thinking is also important in order to analyze and sustainably improve complex supplier processes. These skills help us to drive forward the digital transformation of our customers in a targeted manner.What career paths does SupplyOn Consultants offer in the field of digitalization?Christian: At SupplyOn, there are many opportunities to actively shape your own career path. If you start as a Consultant Digitalization, you can specialize in a specific area - such as transport management, supplier relationship management or quality management. These specializations offer the opportunity to delve deeper into a specialist area and establish yourself as an expert.With increasing experience, the tasks and responsibilities grow. Many colleagues initially take on smaller projects or sub-projects and later manage comprehensive programs for our customers. The transition to a management role is often gradual - as was the case with my colleague Kathrin. She started as a working student, later managed several projects in parallel and is now a manager at SupplyOn.There are exciting global projects for anyone looking for international collaboration. Working closely with global teams is part of our everyday life. It is important to us that everyone finds an individual path that suits their own strengths and goals - whether in an expert role or as a manager. In any case, SupplyOn offers the opportunity to actively shape the digital transformation and take on responsibility.Why is SupplyOn an attractive employer for consultants in digitalization?Christian: At SupplyOn, we create an environment in which thinking and shaping are expressly encouraged. Our consultants make decisions where their professional expertise lies - in the team and directly in the project. This gives them room to contribute their own ideas, develop solutions and implement them together with our customers.Our collaboration is based on team spirit and co-creation. The focus is on our customers' requirements and the development of sustainable solutions. This opens up new perspectives and the opportunity to continuously develop your own skills.At the same time, we attach great importance to individual development. Whether through targeted further training, new tasks in a different role or the next step towards leadership - we encourage and support you on your path. Those who work for us have the opportunity to really make a difference.What appeals to you most about your leadership role?Christian: I am particularly motivated by the opportunity to accompany and support my team. It is an enriching task to create a framework in which people can develop their skills and take on responsibility. I find it fulfilling to see how colleagues take on new tasks and contribute their own ideas.I also love the impact we have with our work. We support our customers in making their supply chains more efficient and creating transparency - and thus make a tangible contribution to their business success. The variety of projects, collaboration with international teams and the dynamics of digital transformation ensure that no two days are the same. This mix of strategic responsibility, teamwork and variety is what makes this role so appealing to me.You can find more insights into leadership and responsibility here: Vibrant leadership culture
Supply Chain Digitalization Consultant at SupplyOn: Taking responsibility and shaping the future of the supply chain
Inside

LOVE TO LEAD: Tips from a product owner – How effective leadership succeeds in an agile environment

How do you strengthen your leadership skills as a product owner?Michael Hübner, Senior Product Owner at SupplyOn and change agent of the “LOVE TO LEAD” initiative, shares his experience of how to lead effectively in an agile environment - and the role of SAFe and self-development in this. Michael, which management approaches are particularly important to you as a product owner in an agile environment?Michael: A key point for me is the clear communication of goals. As a product owner, I have the task of formulating the vision for the product in such a way that it becomes tangible for the entire team. At the same time, it is essential that I am always available to clarify questions or remove obstacles.Agile working also means that we remain flexible and can react quickly to changes. The Scaled Agile Framework helps me enormously here, as it provides structures that create orientation even in dynamic project situations. Another important element is trust: I trust my team and give the developers the space to make their own decisions. This not only boosts motivation, but often leads to creative and innovative solutions. How do you implement effective leadership techniques in your role as Product Owner?Michael: I attach great importance to communicating decisions transparently and clearly defining priorities. The product backlog is my central tool to ensure that the entire team has the same focus.I also see my role as coordinating collaboration between the stakeholders. I not only talk to our developers, but also to customers, the UX team and other departments. This interaction is crucial in order to develop products that actually meet our customers' requirements.Another important management tool is regular feedback. In both retrospectives and reviews, I encourage my team to talk openly about challenges. This allows us to continuously improve. The positive error culture at SupplyOn is particularly helpful here. How has the “LOVE TO LEAD” initiative supported you in your development from Product Owner to Senior Product Owner?Michael: For me, LOVE TO LEAD is more than just an understanding of leadership - it is a real compass that has helped me to further develop my role as a Product Owner. The value of Self-development is particularly important to me. It encourages me to continuously work on my skills, be it through further training or taking on more complex projects.The opportunity to contribute to the development of leadership principles as a change agent has also given me a new perspective on leadership. It was exciting to see how our principles apply not only to disciplinary managers, but to all employees - regardless of their position. This experience has motivated me to take on more responsibility myself and to support my team even more. What role does the Scaled Agile Framework (SAFe) play in your leadership work and how does it help you to structure leadership tasks?Michael: The Scaled Agile Framework gives us the tools we need to manage complex projects effectively. One highlight is the quarterly PI planning, where we sit down with all the teams involved and set the goals for the next three months. This shows how important it is to have clear management structures.SAFe gives us a stable structure that is still flexible enough to meet dynamic requirements. For me as a product owner, this means prioritizing the requirements from my area in such a way that they not only meet our internal goals, but are also aligned with the needs of our customers. The principles of LOVE TO LEAD, such as Long-term thinking and Customer value, are an enormous support in making decisions that are sustainable and add value. Tips for aspiring product ownersWork continuously on your further developmentActively use feedback to shape your careerTake on responsibility and face challengesFurther insights: Interview with Maria-Pia Drago - “Taking Ownership at Work”Everyday life of a PO: Interview with Dominik Halamoda
LOVE TO LEAD: Tips from a product owner – How effective leadership succeeds in an agile environment