Inside Kapro’s Supply Chain: A Conversation with Roni Elgarbi
Supply chain management is the backbone of any manufacturing operation, turning complex logistics into reliable delivery.
To better understand how this works at Kapro, we sat down with Roni Elgarbi, Kapro’s Supply Chain Manager, to discuss the strategies, challenges, and daily problem-solving that keep the operation moving smoothly.
Q: How do you balance sourcing locally (like Nancy Tu Lianqin’s team in China) against sourcing from elsewhere in the world?
A: Roni — Head of Supply Chain, Kapro
We maximize the platform that Kapro China provides and consolidate as much purchasing activity as possible through the team. Even when sourcing from other local suppliers, we often route materials through the same platform to combine shipments before they leave for Israel. At the same time, we source raw materials from Europe and North America when it best supports our business needs.
Our team there plays a critical role in supplier development, sourcing, quality coordination, and shipment consolidation. Their local presence provides valuable market intelligence, faster access to suppliers, and stronger operational control. At the same time, the overall sourcing strategy, supplier allocation decisions, and inventory planning are managed by our global supply chain team in Israel. This structure allows us to combine centralized decision-making with strong local execution across our global supply chain network.
Q: What’s the biggest disruption you’ve had to navigate in recent years, and how did Kapro respond?
A: Roni — Head of Supply Chain, Kapro
One of the most significant challenges we faced was a series of regulatory changes affecting the import of raw materials from China. We had to adapt quickly while ensuring continuity of supply and minimizing the impact on our business.
Our supply chain team in Israel worked closely with our operations team in China to identify alternative sourcing options and product solutions that met the new requirements. By combining strategic planning and decision-making with strong local supplier engagement, we were able to maintain supply continuity and continue supporting our customers without disruption.
Q: How far in advance does Kapro forecast demand, and what happens when a product unexpectedly takes off?
A: Roni — Head of Supply Chain, Kapro
We strive to plan at least six months ahead. For certain products, the approval process and supplier lead times can be lengthy, so we maintain visibility and coverage throughout the supply chain, including inventory on hand, goods in transit, and open purchase orders.
Demand planning and inventory strategy are led by our supply chain team in Israel. Our operations team on the ground provides ongoing visibility into supplier capacity, production schedules, and potential supply risks, enabling us to react quickly when demand changes unexpectedly. This combination of centralized planning and real-time operational insight helps us maintain high service levels and supply continuity.
Q: How closely does your team coordinate with Quality (Alex Hait) and Operations (Nancy Tu Lianqin) to make sure what gets ordered matches what gets built?
A: Roni — Head of Supply Chain, Kapro
Our operations team there functions as an extension of our global supply chain organization. Through daily collaboration, we align purchasing, production, quality, and logistics activities to ensure that planning and execution remain fully synchronized.
Strategic planning, purchasing priorities, and inventory decisions are managed by the supply chain team in Israel, while the local team works closely with suppliers and manufacturers to ensure effective execution. We also maintain ongoing communication with Alex and the quality team whenever required. This integrated approach enables us to quickly identify issues, make informed decisions, and maintain operational excellence across the supply chain.
Q: Shipping and freight costs have been volatile globally. How does that factor into planning?
A: Roni — Head of Supply Chain, Kapro
To address transportation volatility, we have implemented several initiatives, including establishing a company in Europe that enhances both operational and logistical efficiency for Kapro and our customers.
Our European logistics presence enables us to consolidate customer orders and improve container utilization for shipments from China to Europe. The logistics strategy and planning are managed by our global supply chain organization in Israel, while execution is coordinated through our teams in China and Europe. This integrated model helps us improve efficiency, reduce costs, and build a more resilient global logistics network.
Q: What role does inventory buffering play? How much slack does Kapro build in versus running lean?
A: Roni — Head of Supply Chain, Kapro
We maintain strategic inventory buffers where necessary, particularly for items with longer lead times or higher supply risk. At the same time, we aim to standardize our BOMs around common components whenever possible, giving us greater flexibility and reducing the risk of excess inventory.
Inventory policy and buffer management are defined by our supply chain team in Israel based on demand patterns, supply risks, and service-level requirements. This balanced approach allows us to protect supply continuity while maintaining strong inventory discipline across the business.
Q: Where do you see the biggest supply chain challenge for Kapro over the next few years?
A: Roni — Head of Supply Chain, Kapro
The biggest challenge will be managing multiple sources of uncertainty at the same time, including fluctuations in raw material and freight costs, geopolitical developments that impact sourcing options, and the need to continue advancing planning and automation capabilities.
As supply chains become increasingly complex and less predictable, success will depend on agility, flexibility, and data-driven decision-making. Companies must be able to respond quickly to change, diversify supply sources, and strengthen planning tools that support faster and better decisions.
At Kapro, one of our key advantages is our ability to combine centralized planning and strategic control from Israel with strong operational execution through our teams in China, Europe, and the United States. This global structure provides the flexibility and responsiveness needed to support our customers and navigate an increasingly dynamic business environment.
