34 DC VELOCITY JULY 2017
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Ben Cook, senior vice president for
global logistics, inventory allocation,
and replenishment at Target Corp.,
has a track record of cutting costs and
reducing complexity in the name of
speed, according to his boss at the
Minneapolis-based retail giant.
At Target, Cook is responsible for
the optimization of the company’s
inbound and outbound supply chain
processes, including carrier trans-
portation and last-mile delivery. He also oversees
inventory allocation and replenishment, merchandise
planning operations, and global logistics.
Before joining Target in 2016, Cook was director
of logistics and supply chain strategy for Apple Inc.,
where he led the transformation of the consum-
er electronics firm’s logistics operation to support
an omnichannel distribution model. Previously, he
held operational roles at Kimberly-Clark and The
Home Depot. Cook also serves on the Global Supply
Chain Institute advisory board at the University of
Tennessee.
Q What’s your proudest professional achievement, and why?
A I’ve gotten to do some pretty incredible work over the years. But the thing I’ve been most
proud of is the teams I’ve worked with and coached
along the way. Seeing teams rise to the occasion
and achieve breakthrough results has been the most
rewarding part of my career and is what keeps me
coming back day after day.
Q You’ve worked for years at retail and global consumer product companies, including Target,
Apple, Kimberly-Clark, and The Home Depot. What
first drew you to the field of logistics?
A During the late ’90s, as e-commerce began heating up and more companies were shifting
production offshore, I saw the critical nature of
supply chain in firms’ long-term success. I saw a real
need to understand global commerce from a supply
chain point of view and recognized the importance
that supply chain played in reducing leadtimes and
optimizing the first mile. I also saw the role that the
last mile would play in digital profitability and guest
delight.
These trends excited me and drove me to pursue an
M.B.A. in logistics and supply chain at the University
of Tennessee. And the experiences I’ve had at incred-
ible brands since then have continued to fuel that
passion in this field.
QWhat are some of the biggest changes you’ve seen during your
career?
A The biggest change over my career has been the expectation of the
customer. Historically, the custom-
er has been happy with a “calendar”
view of delivery, where we measure
in days. Today, the “calendar” has
morphed into the “stopwatch,” where
we’re measuring in hours. It’s all about
instant gratification.
The skill sets required to build a career in supply
chain have changed a great deal as well. In a world of
algorithms and data science, college graduates and
entry-level associates now need a much greater mas-
tery of data analysis and problem solving.
In addition, the need for supply chain teams to
collaborate across the enterprise is much more of a
requirement. We’ve moved from focusing on product
supply and cost to delighting consumers and growing
market share. That’s where we can make a significant
impact for the business.
Q What hasn’t changed?
AOptimizing for a total customer experience and cost. Reducing leadtime and variability.
Rightsizing inventory. Driving increased speed to
market. These are all common across every compa-
ny I’ve worked for, and, even as the consumer has
changed, these continue to be a real challenge.
Q What are some of the truisms that should be for- gotten? In other words, what rules do companies
need to break?
A The notion that the supply chain is a cost center absolutely needs to go. It’s actually a force to
be reckoned with! It should be held accountable for
creating value for the end consumer and, as a result,
the business.
Q What advice would you give someone just start- ing a career in supply chain management?
A I like the idea of “bold humility.” The concept is that as a new entrant in the field, you’re going
to have ideas that no one else has. You will see things
in a new way. So be bold in sharing that perspective.
However, you can only influence others if you recog-
nize that you don’t know everything. So seek mentors
who have lots of industry experience and learn from
them, while also speaking up and sharing your ideas.
It takes a balance of boldness tempered with humility.
Ben Cook
