In the ever evolving world of pharmaceuticals, supply chain resilience is not just a strategic imperative, it’s a lifeline. Jill Masters, Head of Supply Chain MEAR (Middle East, Africa, Russia, CIS & Turkey) at Merck Group, shares her insights on navigating global disruptions, managing risk with foresight and empathy, and the critical role of people and technology in building an agile, future ready supply chain. With a values driven leadership style and a focus on cross functional collaboration, Jill offers a thoughtful look into how her team continues to deliver under pressure while planning for long term strength.
How has your supply chain adapted to recent global disruptions, such as the COVID-19 pandemic or geopolitical issues?
Over the past few years, supply chain has transformed from reactive to far more anticipatory. The COVID-19 pandemic exposed just how interconnected and vulnerable global networks can be, especially in pharma, where speed and continuity are vital for the patients who are at the center of everything we do. It required rapid shifts: alternative sourcing, securing freight lanes in constrained markets, and strengthening partnerships with both global and local suppliers.
Since then, geopolitical volatility, such as regional conflict and currency fluctuations, has kept resilience high on the agenda. We’ve moved away from relying on a single route or solution and built flexibility into the network. But beyond structural changes, soft skills made the biggest difference, clear communication, trust, and calm leadership under pressure.
Resilience isn’t just a strategy, it’s a culture built through daily habits, team connection, and the ability to adapt with empathy and speed. In moments of uncertainty, it’s often those human elements that make the biggest impact.
What strategies do you use to assess and mitigate risks across your supply chain?
Risk isn’t something that lives in a spreadsheet, it shows up in conversations, in delays, and in decisions. When thinking about risk and business continuity planning, the first step is always visibility. It’s important to understand where the vulnerabilities are, and who needs to be at the table to address them.
I believe in looking at risk from every angle, bringing in finance, regulatory, local markets, and external partners to build a full picture. From there, it’s about trust and encouraging early signals. Scenario planning, business continuity plans (BCPs), and digital tools all help, but people are at the heart of risk management. The teams closest to the ground often see red flags first, so creating a culture where people feel safe to speak up and act quickly is key.
For me, managing risk is less about avoiding disruption entirely, and more about building the confidence and capability to respond well when it happens.
Can you provide an example of a time when your risk management strategy prevented a significant disruption?
A recent example comes from the tension across our region in Lebanon, Palestine, and Syria, where rising instability posed a serious risk to supply continuity. Building on lessons learned during the Russia/Ukraine conflict, the team acted early, checking stock levels, aligning on alternate distribution plans, and keeping communication lines open.
Internally, stakeholders from supply chain, commercial, and quality came together, setting clear priorities, sharing updates in real time, and ensuring every angle was covered. What really stood out was the collaboration between local teams and global counterparts, alongside external partners. There was a shared sense of purpose and a deep respect for the realities on the ground.
Empathy wasn’t just a buzzword, it showed up in how teams listened, supported, and responded. The team received internal recognition for leading with both agility and heart. This was risk management at its best: cross functional, values driven, and rooted in strong partnerships that made a real difference when it mattered most.
How do you prioritise between short term crisis management and long term resilience building?
In moments of disruption, the immediate priority is clear: protect supply, protect patients, and protect the people delivering under pressure. Leading through the short term means creating clarity, staying present, and supporting the team, not just operationally, but emotionally. It’s about looking after their wellbeing, recognising the load they’re carrying, and making sure they don’t feel like they’re carrying it alone.
At the same time, even in the thick of it, it’s important to pause and ask: What are we learning right now that we can take forward? That mindset shift, treating each challenge as a future resilience builder, has changed how we lead. Long term strength doesn’t come from theory; it comes from how teams respond in real moments, and how leaders create space to reflect, adapt, and grow from each one.
It’s not either/or, it’s a drumbeat of responding, learning, and lifting each other up along the way.
What technologies or tools do you use to enhance your supply chain’s ability to withstand disruptions?
Technology has become an essential part of building a resilient supply chain, but it’s only powerful when paired with good judgment and strong teams. Real time visibility tools, control towers, and predictive analytics can be invaluable. They allow teams to flag issues early, reroute shipments, and make faster decisions when things shift. Demand sensing tools also help anticipate changing trends, especially in volatile markets.
But the real value is realised when people know how to use these tools, not just technically, but thoughtfully. That’s why digital capability building has been a big focus. It’s not about replacing human insight, it’s about enhancing it. At the end of the day, tech helps with the “what” and the “where,” but it’s the people who decide the “how” and “why.” And in times of disruption, that combination of data and human intuition is what keeps things moving.
