In this customer testimonial video, Caroline Pazzini Silva, Global Manufacturing Supply Chain Project Manager at L'Oreal, shares how the organization transformed supplier collaboration by moving away from spreadsheets and email to a more reliable, configurable digital platform. By modernizing how forecasts, purchase orders, and specifications are exchanged, the team improved efficiency, reduced daily workload, and strengthened supplier relationships—while building a scalable foundation for future growth. This story highlights how e2open supports supplier collaboration on a global scale.
“Since adopting the technology, there has been a change in how people manage not only the data, but also their time. Now there is a real, reliable system to exchange purchase orders and specifications with suppliers. The team can focus on building stronger partnerships with suppliers”
Caroline Pazzini Silva
Global Manufacturing Supply Chain Project Manager, L’Oréal
About the beauty company
As a leader in the global beauty market, this company operates at extraordinary scale, selling billions of units each year and supporting a workforce of more than 90,000 people worldwide. Behind that scale is a highly complex supply chain, with roughly 10,000 professionals responsible for managing collaboration across suppliers, factories, and subcontractors.
The supply chain challenge: managing supplier collaboration at global scale
Operating in the beauty industry means balancing high volume, speed, and complexity across a global supplier network. With billions of units sold annually, the company needed a way to manage supplier collaboration that could keep pace with growth.
Previously, supply chain teams relied on Excel files and email to exchange critical information with suppliers. Forecasts, purchase orders, and specifications were shared across disconnected tools, creating inefficiencies and increasing manual effort. Teams weren’t just managing supply chain data—they were managing time-consuming processes.
As the business continued to grow and expand into emerging markets such as India and Latin America (LATAM), this approach became harder to sustain. Limited visibility and fragmented collaboration made it more difficult to review KPIs, improve performance, and build stronger, more strategic supplier partnerships.
Modernizing supplier collaboration with a configurable digital platform
To address these challenges, the supply chain team focused on creating a more reliable and centralized approach to supplier collaboration—one that reduced manual work and supported consistent processes across regions.
With e2open, the company was not only able to exchange forecasts but also purchase orders and supply chain specifications within a single platform. This shift replaced spreadsheets and email with a more structured, dependable way to collaborate with suppliers, factories, and subcontractors.
Configuration played a key role. By tailoring the system to how teams actually work, the company simplified everyday tasks, reducing multiple clicks down to a single action. This usability improvement helped reduce daily workload and improve satisfaction for both internal users and suppliers. With e2open supporting supplier collaboration, teams could spend less time managing transactions and more time focusing on higher‑value activities, such as reviewing KPIs, identifying opportunities for improvement, and strengthening supplier partnerships.
Business results: improved efficiency, satisfaction, and supply chain focus
The move to a modern supplier collaboration platform delivered meaningful results across the supply chain, including:
Reduced manual workload in daily supply chain operations
Improved user and supplier satisfaction through a configurable, easy‑to‑use system
Fewer IT instances required to support supplier collaboration
More time for teams to review KPIs and focus on continuous improvement
Stronger supplier partnerships built on collaboration, not just performance
As Pazzini Silva notes in the video, simplifying daily routines has been critical. With fewer administrative tasks, supply chain teams can focus on improving outcomes on both sides of the partnership.
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