My job: Chief mechanic on supply chain

Paul Robinson says flexibility and organisation are key to his role. Photo / Graeme Sedal

Name: Paul Robinson
Age: 45
Role: Supply chain operations manager
Working hours: Around 50
Employer: 3M New Zealand
Salary: About average for equivalent senior managers
Qualifications: Bachelor of Science - Canterbury University (Operations Research Major); Postgrad Diploma in Management Science - Canterbury University.

Describe what you do.

I have overall responsibility for the supply chain and operations team at 3M NZ. This includes the customer services, materials management, warehousing and distribution, IT and regulatory functions. The supply chain and operations team has about 60 staff employed directly by 3M or indirectly through our outsourced Warehousing and Distribution Operation at DHL.

My key goal is to provide world-class supply chain service to our customers and support for the 3M business teams.

Your work history?

My first (post-university) job was a production planning role at Atlas Appliances in Christchurch. I moved to Auckland with Atlas (then Simpson Appliances) in warehousing and distribution before moving to 3M in a materials management role.

I have pretty much been with 3M since, with many different roles including supply chain and operations manager for the adhesive foil tape manufacturing plant and also as a black belt in a Lean Six Sigma role.

Your job description has several components. How do you manage the different roles?

Three key things help. First, from a time management and work-life balance perspective, I have a very understanding and supportive partner in Jane and our daughter Kate. Secondly, I have a great team supporting me - they are all professional, focused on their roles and the success of 3M. Thirdly, I have to be able to plan and prioritise well. If I can't do this effectively, things can get on top of me.

What skills are needed for your work?

There are many different routes or disciplines that might lead to the type of role I have now. Apart from my background being in manufacturing and logistics, the key to any role such as this is in flexibility, communication, planning and organisation. I have needed to learn the art of adapting to my environment, as well as managing being in the grey space that can sometimes come from this type of role. Not everything is as clear cut as we might like it to be.

How has 3M changed since you joined the company 15 years ago?

3M has evolved in many ways. On a global basis we have split some divisions (Imation - Digital Media and Inova - Pharmaceuticals) and acquired other companies which complement 3M's strategic direction (Cuno Filtration).

On a local basis we have changed the face and focus of our operation by outsourcing warehousing and distribution operations, closing our foil manufacturing plant and moving into a new office facility.

What's the most unusual assignment you have had with 3M?

This would have to be my last role as project manager: new operations. I was responsible for managing the outsourcing of our warehousing and distribution operations to DHL, the transfer and closure of our foil tape manufacture overseas and the search, selection and fit-out and move to a new office facility.

This was a huge undertaking and an extreme learning curve for me. It was unusual as I stepped out of the supply chain and manufacturing space I had been in for so long and it was one of those projects that you don't get a second shot at if things don't go to plan. It was immensely satisfying and successful.

Why the long service with 3M?

Long service is not unusual at 3M. At 15 years I am still relatively "young" in the scheme of things. We have many 25 to 35-year employees on a local and global basis.

I see myself as a loyal person and aspects such as 3M's supportive development-oriented culture and its strong business ethics ethos are strong reinforcers of this loyalty.

Why is your job important?

We need to balance customer, business and corporate needs of supply chain operations - all with more challenging resource allocation. I focus on prioritising those needs, removing barriers and maximising our resources to help us succeed.

Most rewarding part of the job?

Helping people in the organisation to succeed - both developmentally and in the results they achieve for 3M.

Worse part of the job?

I am not a great fan of reporting for reporting's sake. Unless the data is used to effect positive change then it can be a drain on resources and focus from key objectives.

What is on this year's agenda?

3M has seen huge changes over the past three years. Our focus now will be to work within the new structure, facility and resources. This will mean minimising major change and focusing on key process improvement.

What would you like to be doing in five years?

Potentially a similar role but at an [Australasian] or regional level.

Advice to someone wanting a similar role?

It is important to know that you want a particular type of role and then go for it. There will be setbacks - how you deal with those shows your character and positions you to succeed.