Our People .
Sr. Global Supply Chain Practice Lead Giuliana Canessa Walker
Giuliana Canessa Walker is an international development practitioner with 18 years of experience designing and managing projects across Africa, Europe and Eurasia, Latin America and Middle East. She currently serves as the senior global supply chain practice lead. Previously, Giuliana led the Knowledge, Innovation, and Technology Department, which provides guidance and resources to integrate deep and innovative technical knowledge in Chemonics’ work. Before that, she was a director in the Corporate Partnership department working with private sector partners and a deputy chief of party for USAID’s Asia and Middle East Economic Growth Best Practices Project. As Chemonics’ economic growth practice manager, she facilitated knowledge sharing of best practices, and created multiple resources to leverage the use of technology and partnerships in programs. Prior to Chemonics, Giuliana was a project director for Peru 2021, where she advised companies on shared value strategies, conducted social performance assessments, and designed community development projects. Giuliana has an M.B.A. from George Washington University.
by Giuliana Canessa Walker
Chemonics’ Five Technical Priorities to Drive Health Supply Chain Efficiency in 2023
As the world continues to recover from the COVID-19 pandemic and the resulting supply chain disruptions, Chemonics is even more determined to build agile, sustainable, and self-reliant health supply chains in partnership with in-country and global stakeholders across sectors. The past couple of years have been eventful and unpredictable for global supply chain actors, and…
Is Private Sector Engagement In Health Supply Chains in LMICs the Most Recent Panacea?
Governments, NGOs, and civil society organizations are examples of entities that have made significant investments in reaching the United Nations Sustainable Development Goal of “[achieving] universal health coverage, including financial risk protection, access to quality essential health-care services, and access to safe, effective, quality and affordable essential medicines and vaccines for all.” Even with these…
Increasing Resiliency in the Face of Disaster: Four Best Practices
As Category 4 Hurricane Florence barreled toward the Southeast of the United States last week, preliminary damage estimates indicated 758,000 homes across three states could be impacted. Reconstruction costs were estimated at $170.2 billion. Despite the dire forecast and its associated challenges, however, the United States is one of the countries most prepared to respond…
A New Framework for Maximizing Business Value from Social Investments
Ever since the term “sustainability” entered the mainstream in the 1980s, companies have struggled to convince their boards and investors of why they should integrate social and environmental dimensions into their core businesses. I have heard from many executives who are eager to invest in sustainability but find themselves stuck with the same question: “How…
Do Extractives Companies Need Another Environmental, Social, and Governance Performance Standard?
Interest in how extractives companies deal with the environmental, social, and governance aspects of their work is increasing among investors, financial institutions, affected communities, consumers, and NGOs. To meet stakeholders’ expectations and avoid additional regulations, many extractives companies are committing to voluntary environmental, social, and governance (ESG) standards — essentially principles, guidelines, and certifications systems…
Private Sector Engagement to Advance and Sustain Health Supply Chain Resiliency
This white paper, authored by Dr. Krishna Jafa and Chemonics staff including Giuliana Canessa Walker, seeks to analyze the spectrum of private sector engagement (PSE) in health supply chains in low-income (LIC) and lower-middle income countriess (LMICs), as well as the effectiveness of those engagements in each country's supply chain maturity and performance.