Olajumoke Agbelusi is a highly skilled manufacturing industry leader, who has worked with multinational giants such as Philip Morris International, Unilever Nigeria, and Coca-Cola Hellenic Bottling Company. Her years with these global leaders have given her extensive exposure to the complexities of navigating large-scale manufacturing operations, intricate supply chains, diverse leadership dynamics, and industry best practices. In this interview with John Akpandem, she discusses her career journey.

Having worked with leading companies like Philip Morris International, Unilever Nigeria, and Coca-Cola Hellenic Bottling Company, what are the biggest lessons you’ve learned in the industry?

My work experience in strategic roles across these multinational giants like Philip Morris International, Unilever Nigeria, and Coca-Cola Hellenic Bottling Company has been invaluable. It’s given me first-hand exposure to navigating complex manufacturing operations, intricate supply chains, diverse leadership dynamics, and best practices in a truly global setting. These experiences have significantly enhanced my impact on operations at every stage of my career. One of the key learnings that I always love to share, considering the highly competitive and complex landscape of supply chain and sustainable manufacturing is firstly, that operational excellence is essential for success. In simple terms, Operational excellence is a continuous journey of process improvement that drives efficiency, cost optimization, and ultimately, maximum value for customers.

One particularly impactful experience that defined this was on my role as Plant manager in Unilever Nigeria which involved the implementation of lean manufacturing principles to deliver significant cost savings. By empowering employees to identify and eliminate non-value-adding activities, we achieved over 65% reduction in production waste, a 54% improvement in factory efficiency, and significant cost savings.  This not only boosted employee morale but also enhanced customer satisfaction and profitability for the organization. Every human one way or the other wants to feel valuable, when you motivate and empower people to understand and eliminate the non-value adding part of their inputs,  and this results in significant improvement in their deliverables, then they are motivated to do more.  This experience solidified my belief that optimizing resource utilization through waste reduction is a powerful, often overlooked, approach to improving profitability.  In today’s competitive market, companies that excel at operational excellence and waste reduction gain a significant edge.

Secondly, supply chain management in Nigeria’s fluctuating foreign exchange rates, import dependency, Port complexities and supply disruptions, taught me first-hand that building a resilient supply chain is not just an advantage, but a crucial necessity for long-term success. It is also not a one-size-fits-all solution; true resilience requires a tailored strategy that aligns with the organization’s specific business model and goals. At Unilever, I played a key role in the backward integration strategy for key raw materials. This strategic move significantly reduced our reliance on imported materials, shielding us from the unpredictable swings of the dollar. Although, this approach may not be right for every business, but for us at the time, it provided a distinct competitive advantage in a challenging market because the impact was threefold; we protected our production capacity, stabilized costs, and gained greater operational agility. This experience solidified my learning that a resilient supply chain is not solely about efficiency, it is about proactively anticipating and managing risks to ensure business continuity and deliver on the promise to customers. Ultimately, the secret is developing a customized strategy that aligns with your business model and positions you to not just survive, but thrive in the face of disruption.

 What are some of the most significant transformations you’ve led in manufacturing and operations, and what impact did they have?

Throughout my career, I’ve had the opportunity to use my skills to lead significant changes in manufacturing operations on my different roles, one area was designing and implementing a program to empower and upskill women to Technical and supervisory roles to bridge the gender gap in our technical teams. We partnered with local technical schools, offered educational supports, and provided mentorship opportunities for these women who were initially packers with low skill. The program was a resounding success, not only increasing inclusion and diversity in technical roles in the factories but also bringing fresh perspectives and enhancing team dynamics. This initiative fostered a more inclusive and innovative workforce, earning me a seat as a member of the Diversity and Inclusion board of Unilever Ghana and Nigeria.

One of the most significant transformations I have led involves enhancing local sourcing within our supply chain. Recognizing the potential benefits for both our business and the local economy, I spearheaded the initiative to increase the sourcing of raw materials from local suppliers. This involved collaborating with local manufacturers and suppliers to improve the sourcing of key ingredients like spices, Palm oil derivatives (Palm stearin), Cassava starch, Cassava flour, and sorbitol. We provided technical support, invested in training programs, and established long-term partnerships to ensure a consistent and reliable supply of high-quality local ingredients. This transformation demonstrates my creativity and commitment to building resilient, sustainable, and mutually beneficial supply chains that support local communities while benefiting the business. It’s an example of how strategic collaboration and a focus on local sourcing can drive positive change and create shared value.

Another notable transformation was the improvement of export earnings with my expertise in sustainable manufacturing and quality management to spearhead initiatives that improved product quality, streamlined efficiency, and cost reduction, to boost exports from Nigeria to other West African countries.

What are the key qualities that define your leadership style?

Building a culture of continuous improvement and innovation requires a mix of strategic vision, exemplary leadership, team empowerment through capability building, and a problem-solving mind-set. As a leader in the field, my approach has always been to ensure that clear expectations are set, for those working with me to buy into the vision and want to be a part of it, they must understand the vision, what roles they have to play, and what they gain by been a part of it. For example, by empowering employees to simply measure their output and waste, they have visibility to understand the opportunities they are missing to hit a set target. This visibility encourages them to go the extra mile looking for efficiencies. To sustain this culture, it is crucial to provide data-driven insights that guide decision-making, recognize contributions, and keep reviewing targets as improvements are achieved. Not only that, the tone of leaders, and the examples they set, must be aligned to the vision. It is also important to create pilots, which are smaller experimentations to build capability, learn, fail, and improve before scaling successful initiatives across multiple plants. The team also have to see me a as a leader who is committed to supporting their own growth and personal development beyond achieving the goals of the organization. I believe that people are the greatest asset, and I invest in mentoring, coaching and building trust, because creating a culture where employees feel valuable and progressive not only enhances business success but also enhances employee engagement.

And finally, my leadership style fosters inclusive participation, no team member should be left behind, I encourage contribution by every team member, no idea is useless, don’t punish failure because that kills creativity. This is achieved by embracing new ideas, demonstrating a learning culture myself, encouraging creativity to challenge the status quo, and inspiring team to achieve success. Winning leadership in manufacturing requires a blend of transformational and servant leadership. You have to be strategic enough to craft the vision, visible to understand the problems first hand, consistent in showing examples, and inclusive to sell the vision, bringing everyone on board to contribute. In addition, building a culture that reinforces positive behaviours and creativity by celebrating small wins and rewarding employees for innovative ideas, reinforces engagement and productivity.

In your experience, what are the biggest challenges in maintaining world-class manufacturing standards in the FMCG sector?

In my experience across the industry, the major challenge in sustaining world-class manufacturing standard is people’s resistance to change. Implementing new processes, be it automation, lean practices, or sustainability tends to be met with resistance. Workers, particularly those in historically manual positions, see automation and productivity gains as risks to employment. Moreover, striking a balance between union negotiations and operational effectiveness may prove tricky since labor demands can sometimes conflict with cost-saving initiatives or productivity measures. The key to surmounting this is open communication, training initiatives, and participative decision-making to ensure workers are aware of how operational improvements advance the business as well as their long-term job security.

Maintaining manufacturing excellence also entails a close eye on cost control without sacrificing quality and sustainability. FMCG businesses run on thin margins, and constant pressure exists to reduce costs without sacrificing product quality or regulatory standards. In Unilever, I led initiatives for waste reduction and energy conservation, which considerably reduced operating costs while addressing environmental sustainability targets. But building a culture of continuous improvement in cost efficiency requires data-driven decision-making, automation investment, and regular employee involvement. The challenge is understanding what investments and expenses bring the bigger value to gain long-term efficiency without short-term compromises in product quality, safety, or employee morale.

Supply chain disruptions have become a global concern. How do you approach risk management and resilience in operations?

Risk management and building resilience in operations against supply chain disruption needs proactive and multi-level in implementation. The initial step is risk identification through a comprehensive risk assessment, identifying areas of exposure in the supply chain. For example, reliance on equipment manufacturers who are based abroad has been one of the most critical risks in our operations, subjecting operations to exchange rate volatility, geopolitical tensions, and logistics bottlenecks. In reaction to this, I spearheaded the initiative of building capabilities in spare parts fabrication locally, and partnerships with third party machine spares suppliers to reduce the disruption in supply ultimately improving machine reliability while reducing cost.

Diversification of supply chains and strategic alliances is a key strategy, it is vulnerable to have one supplier or geographic dependence. I discovered so much untapped local capabilities when I faced a significant disappointment from an equipment OEM in the past prompting us to develop alternatives sourcing and regional clusters of suppliers to mitigate disruptions which are inevitable. Moreover, encouraging long-term relationships with strategic partners enhances agility and flexibility, providing quicker reaction to unexpected challenges.

Now, imagine having good and reliable materials to produce, only to be beset by unreliable power supply that not only disrupts production, but damages your hardware. Or, having a severe regulatory non-conformity that results in a plant shutdown, or an industrial action by staff, any of these circumstances can substantially affect operations. The greatest differentiator is how you proactively identify, understand the risks your operation is exposed to, and develop strong plans to prevent or mitigate the disruption when it happens. You need a solid risk assessment, mitigation plan, and business continuity plan that are reviewed and updated on an ongoing basis so that they remain relevant in a changing situation.

In the current age of manufacturing, embracing AI-powered forecasting, predictive analytics, and inventory optimization models is critical for resilience. Such technologies give advanced warnings, making it possible to make faster, data-based decisions to reduce disruption and maintain operational excellence, even in turbulent supply chain environments. Embedding agility in operations, be it through diversified sources of supply, flexible production equipment, or cross-skilling of labour, allows organizations to react rapidly and effectively to unforeseen issues.

Sustainability is a growing focus for FMCGs. What strategies have you implemented to improve environmental responsibility in manufacturing?

I am passionate about integrating sustainability into manufacturing, stemming from both my professional experience and personal community projects, where I have witnessed the environmental impact of large-scale manufacturing first-hand. This commitment has driven me to champion initiatives that reduce waste, lower emissions, and enhance efficiency in operations. I vividly recall my first sustainability project at the Coca-Cola bottling plant, where I led an initiative that significantly reduced water consumption in a glass bottle washer. Seeing the tangible impact of this project, and how it was later cascaded across other factories further reinforced my dedication to driving sustainable operations at scale. This passion is deeply rooted in my childhood experiences, where, during the dry seasons, our home’s well remained one of the few with a steady water supply. I watched as community members queued to fetch water, making me keenly aware of the value of resource conservation. That early lesson in water stewardship continues to shape my commitment to sustainable manufacturing practices today.

At Unilever, I also spearheaded environmental sustainability projects at the personal care factory in Nigeria where I oversaw operations. On this role, I led the workforce on initiatives, and built capabilities to develop circular models, repurposing the plant’s waste for reuse and recycling. This resulted in achieving zero non-hazardous waste to landfill, generating cost savings, and supporting local business start-ups to create value from waste, aligning with our sustainability goals. Notably, I oversaw the construction of a novel technology of effluent treatment plant, making the facility one of the few in Nigeria to achieve zero wastewater discharge by enabling on-site reuse for non-manufacturing purposes. My team’s efforts in the Unilever, Oregun factory (where Close-up, Pepsodent, Vaseline and Pears baby products are made) led to a 38% reduction in energy consumption in 2 years culminating in an all-time lowest carbon emission rating in the factory’s history.

The major learning for me in driving these transformation initiatives is that successful change comes with the leader’s ability to inspire the people to think and act like business owners, getting everyone on board with a brilliant execution plan, and discipline. In recognition of my innovative approach to sustainability, I have been invited to contribute and share knowledge in collaboration with remarkable companies in the STEM and energy sector in Nigeria. The approach is first to understand what needs to be done. Then setting the baseline, inspiring the workforce to understand the current realities, and what needs to be achieved, and what needs to be done to achieve it.

How do you see the future of supply chain and operations evolving in the next five to ten years?

The future of Supply chain and Operations in the next five to ten years will be shaped by digital transformation, localization, sustainability, and resilience, with Nigeria’s being distinct in the international context. There has been an increased focus and shift towards supporting agriculture and mining, this will strengthen local sourcing, backward integration, smart manufacturing, and supply chain operations in Nigeria.

The push for digitalization and automation will be revolutionary, with companies investing in AI-based demand forecasting, blockchain technologies for supply chain visibility, and IoT-based manufacturing. Nigeria is slowly adopting Industry 4.0 but desperately needs investment in infrastructure, re-skilling its labor force, and digital connectivity towards mass adoption. Global supply chains are moving towards real-time transparency and predictive forecasting, and Nigeria needs to leverage digital platforms to become competitive in manufacturing and FMCG industries.

Sustainability will increasingly become a primary catalyst for supply chain decisions. Throughout the globe, business entities are pledging to carbon reductions and circular economy, and Nigeria shall have to step up domestic sourcing of materials, harnessing renewable energy, and waste-to-value processes. Future operation will involve resilience and not cost optimization, shifting away from just-in-time to just-in-case supply chain to hedge against disruptions. With the African Continental Free Trade Agreement (AfCFTA) anchoring trade throughout Africa, Nigeria has the potential to be a regional supply chain hub—but it will take government policy, better infrastructure, and concerted private sector collaboration.

With the evolving face of operations and supply chain, supply chain and manufacturing startups must adopt strategies that place them on a growth path, be competitive, and resilient on a global scale. For Nigeria’s challenges and prevailing global trends, startups must prioritize digitalization, localization, and sustainability to stay at the forefront.

What are the most pressing industry trends that supply chain and manufacturing leaders should be paying attention to?

Supply chain and manufacturing leaders must remain ahead of the trends impacting the sector, with global disruption, digitalization, and calls for sustainability constantly evolving. If anything, perhaps the most glaring change is progress toward supply chain resilience and local sourcing. With continued geopolitical tensions, currency fluctuations, and logistics bottlenecks, it is growing more dangerous to depend on sole-source suppliers. In Nigeria, for instance, businesses are purchasing more locally available raw materials to minimize import dependence and enhance supply chain resilience.

Technology is also changing faster than we can keep up. AI-driven demand forecasting, IoT-enabled tracking, and automation are making companies smarter and more efficient. Businesses utilizing real-time data and predictive analytics can anticipate disruptions, optimize manufacturing, and minimize downtime. Meanwhile, flexible manufacturing is gaining momentum, enabling companies to rapidly adjust product lines to keep up with shifting consumer preferences. There is hardly any of the multinational manufacturing companies in Nigeria today, who has not initiated strategic partnership with local 3^rd party for Companies for building headroom and flexibility.

Sustainability is another huge priority, with consumers and regulators calling for eco-friendly practices, reduced waste, and lower carbon footprints. Companies are moving towards lean production, renewable power, and circular economy programs to remain competitive and meet consumer expectations. At the same time, labour shortages and workforce skills gaps are forcing companies to invest in training and digitization to build a future-ready workforce Resilience, innovation, and sustainability-focused leaders will be in the best position to address industry challenges and deliver long-term value.

What challenges have you faced as a woman in the operations and manufacturing space, and how have you overcome them.

Balancing a demanding career in manufacturing with family responsibilities presents unique challenges for women. The long hours, constant decision-making, and high-pressure environment could easily become overwhelming, but my approach has been to build a strong, uncompromising support network both at home and at work. I am fortunate to have a supportive spouse and family, which has allowed me to navigate different career phases without feeling like I had to choose between work and home. I have also had mentors from early in my career who challenged me to believe in my abilities, push past doubts, and own my space in leadership.  Prioritization is also key. I’ve learned to discern when to step back from certain opportunities to ensure I can give my best to both my career and my family. At different points, I have made deliberate career choices, sometimes declining attractive opportunities when I felt my family needed me more. This approach has helped me stay focused and give my best in every role, rather than trying to do everything at once.

Another challenge has been earning trust and credibility on the shop floor, especially as the first female plant manager in my previous organization. In an environment where leadership had traditionally been male, I knew I had to prove my leadership through action, not just title. I focused on building relationships, actively listening, and being responsive to even minor concerns of the people, because, in manufacturing, the little things matter. Being visible, approachable, and hands-on helped me break barriers, and foster a collaborative culture. Through initiatives like the Female Technicians and Operators Program, I also worked to create more opportunities for women in manufacturing, ensuring that they could step into technical and leadership roles with confidence.

Beyond the factory floor, stepping into senior leadership and executive forums required me to work on my own self-confidence. It’s not enough to do great work, you also have to be knowledgeable, bold, and willing to speak up. You cannot earn your seat at the table by staying in the shadows. Over time, I have learned that delivering results, building strong networks, and continuous skill development are key to thriving in any male-dominated space. To all women in manufacturing, supply chain, or operations, the path is not always easy, but by staying strategic, building the right support network, continuously developing your skills, focus on delivering outstanding results, and lifting others as we grow, we can shape a more inclusive and dynamic industry where women can confidently lead the way.