A featured contribution from Leadership Perspectives: a curated forum reserved for leaders nominated by our subscribers and vetted by the Construction Tech Review Advisory Board.
Indorama Ventures
Advancing the Chemical Industry through Digital Transformation
Jan Mandrup Olesen
Jan Mandrup Olesen is a seasoned leader in digital transformation, spearheading global business solutions at Indorama Ventures to digitize across the business solutions areas sales, procurement, logistics, finance and HR within a complex, multinational chemical manufacturing network. He focuses on driving innovation, efficiency and resilience through advanced technologies and strategic initiatives.
In an interview with APAC CIOoutlook, Jan Mandrup Olesen shares insights on his leadership journey, perspectives on digital transformation in the chemical industry and the role of emerging technologies in driving innovation and operational excellence.
Can you briefly describe your current leadership role at Indorama Ventures and outline your primary areas of responsibility within the organization?
I serve as the head of global business solutions at Indorama Ventures, leading the nonmanufacturing part of our global digital team. My focus is on digitizing and enabling efficiency and alignment across all business functions. This includes key areas such as sales excellence, procurement, logistics, finance and HR. With operations spanning more than 100 plants in over 30 countries, I’m responsible for ensuring that our supporting systems work seamlessly across regions, helping the organization run effectively and adapt to changing needs.
What are some of the common challenges your sector faces, particularly in relation to the rapid evolution of modern technologies?
As a global B2B chemical manufacturing company, we produce essential materials like polyester fibers, PET and downstream chemicals that serve as foundational components in countless products. Much of our business, particularly in PET, operates in the commodity space, which means we contend with the constant cost competition.
Another significant challenge is managing a global footprint that includes more than 100 plants across more than 30 countries. Many of these sites came through acquisitions, resulting in a highly diverse network with varying levels of technological maturity and organizational culture. Implementing uniform digital solutions across such a landscape is complex, as systems must be flexible enough to work in vastly different environments.
Geopolitical uncertainty, shifting tariffs, and fluctuating logistics costs further complicate how and where we operate. Sometimes, offshore production is more viable; at other times, local production is more cost-effective. The dynamic nature of these factors requires constant need to optimize our operations.
Workforce demographics present an additional challenge. Many experienced employees are nearing retirement, particularly in the U.S., and younger talent often shows less interest in traditional manufacturing roles, especially in remote locations. This creates a skills gap that adds urgency to adopt technologies that can bridge knowledge transfer, increase automation and make industrial careers more attractive.
These challenges form the backdrop for our digital transformation efforts. We are working to create an enterprise that is more connected, responsive and capable of adapting to fast-changing conditions.
We’re addressing these challenges through several focused digital transformation initiatives. A key priority is building a digital twin of our global supply chain. This allows us to simulate disruptions and quickly determine the most efficient way to respond, whether it’s shifting production, rerouting logistics, or reallocating resources across our global manufacturing footprint.
Procurement is another major area of focus. In the chemical industry, raw materials, energy and catalysts represent significant costs. By using advanced digital tools, we’re unlocking substantial value through smarter, more centralized procurement. In a low-margin environment, every efficiency counts. Customer centricity is also critical. We rely on strong customer relationships and need accurate, real-time insights to fulfill commitments and remain competitive. CRM systems and other customer-focused tools are central to that effort.
The most important mindset is to be bold and resourceful in adopting new technologies
Internally, we’re also enhancing financial discipline through improved systems. While those are my primary areas of focus, my colleagues in manufacturing are driving transformation within the plants, using predictive maintenance tools to reduce downtime and improve reliability. Safety is another major focus, especially in chemical manufacturing, where risks are higher. We're implementing digital tools to better monitor and enhance workforce safety.
Could you share any emerging technologies that Indorama Ventures is currently using or considering, especially those you believe have the potential to disrupt or significantly reshape the industry in the coming years?
The foremost emerging technology we’re focusing on is AI. We believe we are at a pivotal moment where AI will transform many industries, sometimes leading to workforce reductions in areas like software development. However, at Indorama Ventures, we view AI not as a means to reduce headcount but as a tool to address the challenges posed by an aging workforce approaching retirement.
We leverage AI to preserve and transfer legacy knowledge, enabling the next generation of employees to make informed decisions without needing decades of experience. This empowers them to act with the insight of someone who has been in the role for many years.
In procurement, AI enhances decision-making by enabling faster and more accurate price predictions and negotiations. It transforms procurement from a transactional function into an insight-driven operation that drives better results.
Within supply chain management, AI helps detect potential disruptions early and recommends proactive responses. These capabilities allow us to identify patterns and foresee issues that might not be apparent through traditional analysis.
Additionally, AI tools like Microsoft Copilot are boosting efficiency across back-office functions, helping employees work smarter and focus on higher-value tasks. Lastly, one of the most impactful applications of AI for us is predictive maintenance. By accurately forecasting equipment failures, we can perform timely interventions that minimize downtime and maintenance costs, ultimately ensuring smoother operations across our production facilities.
What advice would you share with your peers in the industry who are looking to advance their careers successfully?
Technology is advancing at an incredible pace and very few people truly master it, especially areas like AI or AI model development. The most important mindset is to be bold and resourceful in adopting new technologies. Success comes from a willingness to explore, experiment and continuously learn rather than expecting to know everything upfront.
At the same time, timeless core skills remain critical. Fundamentals such as troubleshooting and basic project management, whether managing your own tasks or leading a team, are invaluable. These essential skills are often overlooked but are crucial regardless of the technologies involved.
My advice to peers is to be agile learners and courageous adopters of new technology while also grounding themselves in these foundational skills. If I were starting again, I would first build a solid foundation in these basics, then confidently embrace the fast-moving wave of technological change.
