{"id":875388,"date":"2025-10-05T21:28:48","date_gmt":"2025-10-06T02:28:48","guid":{"rendered":"https:\/\/newsycanuse.com\/index.php\/2025\/10\/05\/interview-sacha-vaughan-chief-supply-chain-officer-joseph-joseph\/"},"modified":"2025-10-05T21:28:48","modified_gmt":"2025-10-06T02:28:48","slug":"interview-sacha-vaughan-chief-supply-chain-officer-joseph-joseph","status":"publish","type":"post","link":"https:\/\/newsycanuse.com\/index.php\/2025\/10\/05\/interview-sacha-vaughan-chief-supply-chain-officer-joseph-joseph\/","title":{"rendered":"Interview: Sacha Vaughan, chief supply chain officer, Joseph Joseph"},"content":{"rendered":"
\n

Sacha Vaughan, chief supply chain officer at houseware manufacturer Joseph Joseph, is in a fortunate position \u2013 her board recognises the critical role of the supply chain in a digital age<\/a>, which she suggests isn\u2019t always the case.<\/p>\n

\u201cMany brands see the supply chain as simply moving boxes from one place to another,\u201d she says. \u201cThe consensus is often that, \u2018It\u2019s not that difficult.\u2019 However, we\u2019ve had some pain in the past. The board realises that the supply chain is more than just moving boxes from A to B, and it\u2019s a huge lever for cost control. Therefore, they treat the supply chain strategically.\u201d<\/p>\n

Vaughan says this recognition of the importance of product fulfilment isn\u2019t just a result of internal cost pressures. She suggests supply chain chiefs have had an interesting decade, characterised by a series of disruptions, including the coronavirus pandemic, Brexit and the implementation of new tariffs following the change in US administration.<\/p>\n

\u201cWe\u2019ve been fortunate and unfortunate at the same time,\u201d she says. \u201cThe world has been particularly volatile from a supply chain perspective. However, the impact of these disruptions has helped to elevate the supply chain from the basement into the boardroom.\u201d<\/p>\n

\n

<\/i>Embracing supply chain transformation<\/h2>\n

Vaughan joined Joseph Joseph in February 2025. Having fulfilled senior operations roles with Forma, Charlotte Tilbury and Shiseido, her previous position was as global operations and manufacturing director at Dyson. She was approached about the opportunity to become chief supply chain officer at Joseph Joseph and was impressed after a discussion with the firm\u2019s co-founder, co-owner and CEO, Richard Joseph.<\/p>\n

\u201cI was sold the moment I met him,\u201d she says. \u201cHe\u2019s super smart and a great businessman who\u2019s really clear on what he wants. He was someone I knew I could work for, and I bought into his vision. I absolutely love the product, and the founders \u2013 both Richard and Anthony \u2013 are delightful to work with.\u201d<\/p>\n

Vaughan recognises there are similarities between her current and former employers, as both are design-led businesses where the founders remain heavily involved. However, climbing higher up the career ladder at Dyson required a move to Singapore. She says joining Joseph Joseph allowed her to achieve her career aspirations in the UK at an organisation she admired.<\/p>\n

\u201cChief supply chain officer was definitely my trajectory \u2013 it was the role I wanted,\u201d she says. \u201cAnd they were offering that opportunity at an exciting time. They were looking for someone to completely transform their supply chain, not do more of the same. I really believed in that vision. And seven months later, that\u2019s exactly what we\u2019ve done.\u201d<\/p>\n

Vaughan says the supply chain she inherited was a bit underdeveloped. She describes the existing supply chain as sedentary and traditional \u2013 she was given the remit to drive changes and create a modern, technology-enabled approach<\/a>. Vaughan is focusing on transformation with the aim of developing an award-winning supply chain.<\/p>\n

\u201cThat\u2019s the motivation,\u201d she says. \u201cWe\u2019re not there now, but we will be. The talent within Joseph Joseph is quite phenomenal. I have a team of 50 people. We\u2019re not a huge company, and yet we\u2019re taking the supply chain seriously. And within that team, I have some smart individuals that I\u2019m just grateful to work with every day.\u201d<\/p>\n<\/section>\n

\n

<\/i>Making the most of digital and data<\/h2>\n

Vaughan reports to Richard Joseph and is a member of the executive board. She manages the end-to-end supply chain and the strategic sourcing of the firm\u2019s products, which draws on the specialist procurement team under her wing.<\/p>\n

\u201cSo, the beautiful designs that we come up with in London, we go and find somebody who can manufacture that product to our high standards,\u201d she says. \u201cIt\u2019s about ensuring we can do that task at the right price and time.\u201d Other areas of responsibility include demand and supply planning, customer service and order management.<\/p>\n

Digital and data play a crucial role in modern supply chain operations at Joseph Joseph. \u201cTechnology becomes more critical every month as things move on,\u201d she says. \u201cUltimately, the world is too complex these days for us to have someone handing around pieces of paper. We need to be systemically controlled.\u201d<\/p>\n

\"Photo\n <\/p>\n

\u201cTechnology becomes more critical every month as things move on. Ultimately, the world is too complex these days for us to have someone handing around pieces of paper. We need to be systemically controlled\u201d<\/strong><\/span><\/p>\n

Sacha Vaughan, Joseph Joseph<\/em><\/span><\/p>\n

The company\u2019s enterprise resource planning (ERP) system runs on SAP<\/a>. While this platform is critical for day-to-day operations, Vaughan says other areas of IT supporting the supply chain need work. However, dealing with that situation carefully is part of her long-term plan to transform the company\u2019s operational activities.<\/p>\n

\u201cI\u2019ve purposely kept us a little bit undeveloped this year because I want to work out how we want to run things here. I think some organisations jump into picking the new shiny technology and then try to bend their processes around what that technology can do, and you end up with suboptimal supply chains,\u201d she says.<\/p>\n

\u201cWhat I want to do is be super clear on aims. Then we\u2019ll go shopping for the right systems that meet those requirements, as opposed to buying a demand planning system that doesn\u2019t deliver what the business needs. I want end-to-end integrations with systems that all work in the same direction and talk to each other seamlessly.\u201d<\/p>\n

Vaughan says that making those decisions will rely on working out how to integrate with customers and suppliers, allied to a careful consideration of how suppliers can help the business manage its inventory in the future: \u201cWe are looking at everything as an area of opportunity while we work out how we do things around here.\u201d<\/p>\n<\/section>\n

\n

<\/i>Working with trusted partners<\/h2>\n

When it comes to the general direction of travel for supply chain technology at Joseph Joseph, Vaughan says application programming interfaces (APIs) are already the standard way of communicating with partner organisations. She\u2019s interested in exploring the potential of emerging technology, such as artificial intelligence (AI), at the right time for the business.<\/p>\n

\u201cWe have some elements of AI in our demand planning<\/a> area, where we make predictions about what our customers are going to buy and when they\u2019re going to buy it,\u201d she says. \u201cI think that\u2019s a basic way of using AI, but there are more possibilities that we can leverage. However, they\u2019re not firmly on our roadmap at the moment.\u201d<\/p>\n

Vaughan says any decision to use emerging technology is made in concert with the company\u2019s IT director. Her team works closely with the technology department. While the IT department might like to move faster, Vaughan says it\u2019s important to temper expectations as she sets her supply chain strategy in stone.<\/p>\n

\u201cThey\u2019re like, \u2018Oh, Sacha, this is all the great technology out there that we could use.\u2019 And I\u2019m saying, \u2018Yeah, that looks good. However, just let me get my house in order.\u2019 I don\u2019t want to put sticky plasters over things and have a problem recur in six months. [I want to] take a step back and fix our business challenges with technology forever,\u201d she says.<\/p>\n

\n
\n
\n I don\u2019t want to put sticky plasters over things and have a problem recur in six months. [I want to] take a step back and fix our business challenges with technology forever
\n <\/figure>
\n Sacha Vaughan, Joseph Joseph<\/strong>
\n <\/figcaption><\/div>\n<\/blockquote>\n

One of Vaughan\u2019s most important moves was to establish a new partnership for third-party distribution centres in the UK. Her team ran a major procurement exercise after she joined in February. In July, Joseph Joseph\u2019s end-to-end supply chain partnership with XPO Logistics became operational, and technology plays a key role in the approach.<\/p>\n

\u201cEverything\u2019s got to be well controlled,\u201d she says. \u201cI was looking for a third-party partner who could ensure that we\u2019re properly, systemically controlled. The data interface between us and XPO is seamless, with the right data in the right place at the right time, and interfaces that support our business, rather than a scrambled approach.\u201d<\/p>\n<\/section>\n

\n

<\/i>Focusing on core activities<\/h2>\n

Joseph Joseph ships its stock to XPO\u2019s third-party distribution centre in Rugby, where the logistics firm manages omnichannel fulfilment, warehousing, pre-retailing and distribution services for customers \u2013 both major retailers and individual consumers. Vaughan says the partnership allows her team to focus on growing the business rather than firefighting.<\/p>\n

\u201cYou\u2019ve got to know where your business is and what is core to you and where you want to focus,\u201d she says. \u201cI firmly believe that if you get the right partner, then logistics becomes a quiet part of the business. Because it\u2019s the end of the chain, it can be super noisy. However, when fulfilment goes well, nobody talks about it, it\u2019s super quiet, and you can get on with the stuff that\u2019s going to control your costs and grow your business.\u201d<\/p>\n

Vaughan recognises that some companies choose to take control of fulfilment internally. In many cases, particularly for large firms, she says that\u2019s a misguided approach. Successful digital transformation is a tricky process, and using the knowledge of an expert like XPO Logistics means her team can help Joseph Joseph deliver better customer experiences.<\/p>\n

\u201cWarehouse management systems<\/a> are expensive \u2013 they take a lot of development, and a lot of technology is required to make things seamless,\u201d she says. \u201cIt\u2019s a lot of work running the distribution centres, and it\u2019s a distraction from your core business. Giving this responsibility to people who are experts, and who can do it in a sustainable, repeatable, scalable way, is much more efficient, especially for a growing business.\u201d<\/p>\n

Vaughan reflects on the changes she\u2019s seen during her time on the operational front line and is positive about the role of supply chain officers in the digital age. As more boards wake up to the opportunity to use high-quality fulfilment as a strategic lever for growth, she says the opportunities for her peers are significant, so long as they recognise the important role of digital transformation.<\/p>\n

She says: \u201cWe need to think about key questions, such as, \u2018How can you start with the customer and work back to make things frictionless?\u2019 That\u2019s where technology and supply chain should be focused. More and more, that\u2019s the direction of travel, and supply chain leaders who are successful will be the ones who are really focused on the customer.\u201d<\/p>\n<\/section>\n<\/section>\n

Read More<\/a>
\n Margarett Guillemette<\/p>\n","protected":false},"excerpt":{"rendered":"

Sacha Vaughan, chief supply chain officer at houseware manufacturer Joseph Joseph, is in a fortunate position \u2013 her board recognises the critical role of the supply chain in a digital age, which she suggests isn\u2019t always the case. \u201cMany brands see the supply chain as simply moving boxes from one place to another,\u201d she says.<\/p>\n","protected":false},"author":1,"featured_media":875389,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[22316,22401,46],"tags":[],"class_list":{"0":"post-875388","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-interview","8":"category-joseph","9":"category-technology"},"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/posts\/875388","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/comments?post=875388"}],"version-history":[{"count":0,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/posts\/875388\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/media\/875389"}],"wp:attachment":[{"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/media?parent=875388"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/categories?post=875388"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/tags?post=875388"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}