From Fulfilment to Experience: Building Trust in Supply Chains with Data and Foresight with Saulo Spaolanse, SVP, Customer Experience, Global Supply Chain at Schneider Electric [Speaker Spotlight]

At the European Supply Chain Summit, Saulo Spaolanse, SVP of Customer Experience, Global Supply Chain at Schneider Electric, reveals how data, digital tools, and culture come together to create a truly customer-centric supply chain. With two decades of global leadership experience, he shares how Schneider Electric has built trust at scale, broken down data silos, and stayed #1 Global Supply Chain by Gartner three years running.

Could you begin with a brief introduction about yourself, and an overview of your responsibilities as the SVP, Customer Experience, Global Supply Chain at Schneider Electric?

I lead global Customer Experience in Supply Chain at Schneider Electric. After 20 years working across five regions in general management leadership roles, I moved into supply chain with a clear mission: bring the customer’s voice into every decision. My role is to combine data, digital tools, and cultural alignment so that every delivery builds trust.

Can you share a glimpse of Schneider Electric's supply chain?

Our supply chain is truly global. We run 160 factories in 38 countries and 75 distribution centers across 44 countries, supported by 80,000 people. We’ve been ranked #1 Supply Chain by Gartner three years in a row. The orchestration of this organization is pivotal to ensure a seamless customer experience.  

What are the biggest barriers you’ve encountered in turning raw supply chain data into foresight that executives can actually act on?

The biggest challenge is fragmentation—data sitting in silos. To overcome that, we need harmonized platforms, advanced analytics, and leadership willing to look forward, not just backward. That shift transforms raw data into insights executives can act on with confidence.

What mechanisms or cultural shifts have you seen that help frontline supply chain teams internalize customer experience as a specification, not just a KPI?

The turning point is when teams hear customer feedback firsthand. Suddenly, customer experience isn’t an abstract KPI; it becomes part of the product itself. Celebrating success stories reinforces that customer experience is everyone’s responsibility, not just a metric owned by one function

How do you prevent the personalization of supply chain experiences from becoming overly complex and difficult to scale globally?

Personalization can easily become overwhelming if you try to design for every variation. We use a global-plus-local model: clear frameworks at the global level, with space for local teams to adapt. That balance gives customers the relevance they expect without adding unnecessary complexity.

What leadership approaches have you found most effective in driving cultural change across a diverse, global supply chain organization to keep the customer experience at the center?

For me, leadership starts with modeling a customer-first mindset. I make it a point to meet customers, listen to their challenges, and bring those insights back to the team. My group includes 18 people from 12 nationalities with diverse backgrounds—business, operations, and functions. That diversity fuels innovation and drives cultural change.

"For me, leadership starts with modeling a customer-first mindset. I make it a point to meet customers, listen to their challenges, and bring those insights back to the team. My group includes 18 people from 12 nationalities with diverse backgrounds—business, operations, and functions. That diversity fuels innovation and drives cultural change."

How do you mitigate the risk of inaccurate or biased AI-driven insights, and what strategies do you employ to preserve customer trust when predictive models fall short?

AI is powerful, but it must be managed responsibly. We train models on diverse datasets, add strong human oversight, and keep transparency front and center. When predictions fall short, we acknowledge it openly and adapt quickly—because nothing builds trust like accountability.

Which cultural behaviors inside Schneider Electric have been most essential in driving Net Supplier Satisfaction numbers upward?

The behaviors that stand out are collaboration, accountability, and learning agility. Our teams engage in open dialogue, act quickly on feedback, and constantly innovate. That culture ensures customer needs are not just considered—they shape the way we make decisions every day.

Can you share a case study where tailoring supply chain communication to a specific customer segment fundamentally changed the outcome of the project?

One example is with our OEM (Original Equipment Manufacturer) customers. Instead of sending transactional updates, we began sharing predictive delivery insights. That shift reduced escalations, boosted confidence, and fundamentally improved outcomes. In fact, this very project was recognized as a top five finalist in Gartner’s Power of the Profession Awards.

If you had to advise executives in the room to take just one immediate step tomorrow to start building trust through supply chain foresight, what would it be?

If I could offer one piece of advice, it would be: listen differently. Bring external customer signals directly into your decision-making. When foresight begins with the customer’s reality, you automatically start building trust, because your actions reflect their expectations and concerns.

Which aspect of the European Supply Chain Summit are you most looking forward to?

What excites me most is the opportunity to exchange ideas with peers. We all face similar challenges in building trust and foresight in supply chains. The summit is a chance to learn from each other and explore collaborations that advance our profession as a whole.