Employee perspectives - Natasha Balman

I work in the engineering industry to apply my skills across the supply chain.

Here Natasha Balman, Senior Service and Imports Manager at global engineering technologies company, Renishaw, explores how the transferable skills gained in other disciplines have influenced her role in supply chain management.

The ever-changing supply chain

The supply chain is constantly changing, and to remain competitive engineering businesses must adapt accordingly. While difficult, we can prepare for unpredictable changes, such as natural disasters, pandemics or political issues and the disruption they cause to the supply chain.

For example, during the COVID-19 pandemic, departments across the business came together to ensure the continuity of supply, both of raw materials and key commodities. It sometimes meant making extreme changes, for example when I worked within the purchasing team, it was established we could no longer source one of our key commodities in-house during the pandemic, which disrupted normal operations. With a collaborative effort from a cross functional team, , we were able to outsource production while maintaining the quality and deliverables our customers expect.

Alongside unpredictable changes, the supply chain is heavily influenced by the rise of new technology, and we must always be ready to adapt to these industry changes to remain competitive. Technological disruption can also influence cost and supplier dynamics across the supply chain — monitoring cost and maintaining relationships is integral to an efficient supply chain.

Regulatory changes also influence supply chain strategies, and we must regularly make adjustments accordingly. As sustainability becomes a higher priority for the manufacturing industry, we are encouraging more sustainable practices across the supply chain. By quantifying Renishaw's Scope 3 emissions (indirect), we can look at reducing waste in our own production, as well as working with suppliers to support them in creating sustainability plans.

Resilience requires transferable skills

Building a resilient engineering supply chain requires a combination of skills and personalities, and anyone can contribute to its success. Unfortunately, there's often a misconception that you can only work in engineering if you have an educational background in science, technology, engineering and maths (STEM) subjects, but it's important to look beyond this. Take my background as an example — I studied Law at University because I wanted skills that would be beneficial in a work environment. After graduating and exploring the roles available that suited my skills, I came across procurement, becoming a Junior Buyer at Renishaw.

I didn't initially look for a career in an engineering firm but have since been able to apply my skills to a range of roles. By enrolling in a commercial graduate scheme at the company I moved around different areas of the business, often engaging in roles very closely linked to engineering, whether it was indirect materials purchasing, or as a section leader and other operational roles. Each role opened my eyes and provided more context about the entire supply chain.

Whenever working with teams, whether it's in imports, compliance, sales or shop floor operations, I can apply my skills with the technical support of the engineers around me. Seeing teams succeed with this blend of technical and soft skills is always rewarding for me, and for our supply chain.

Soft skills are integral to a resilient supply chain. Effective communication, problem solving, project management and flexibility are just some of the skills that I've taken from a background in law and applied to everyday supply chain operations. I believe this shows how anyone can succeed in an engineering business.