Companies Rewrite Their Supply Chain Playbooks

By ASCM CEO Abe Eshkenazi, CSCP, CPA, CAE

This week, a wave of corporate announcements highlights a massive push toward network modernization. Across the industry, advanced technologies are giving organizations the tools to replace fragmented, legacy systems with standardized, highly efficient frameworks.  

First, Heineken produces 350 beverage brands and operates in 190 territories. Traditionally, the company relied on locally developed planning tools created for each individual market. While this method enabled regional responsiveness, it suffered from a lack of standardization. By transitioning to a unified S&OP framework, Heineken improved forecast accuracy, achieved faster and more consistent decision-making, realized stronger collaboration across operating companies, and boosted planner confidence and process visibility. 

A similar throughline is noted by fertilizer brand Scotts Miracle-Gro, which transformed its planning, decision-making and execution operations into a single AI-assisted platform. One major benefit is that this approach directly targets seasonal unpredictability. For instance, the software predicts weather shifts, enabling Scotts to respond to sudden spikes in consumer demand should springtime temperatures rise earlier than normal.  

Also faced with unpredictable consumer behaviors, CPG megabrand General Mills is working to improve its packaging agility. The primary goal is to cut costs by optimizing packaging for multiple logistics models and channel-specific assortments. “We’ve seen that we need faster innovation,” says COO Dana McNabb. “It’s really about thinking, ‘How do we reimagine the supply chain for the future so we can get that profitable growth?’” 

Meanwhile, at Walmart, predictive models are helping the retail giant meet demand for same-day delivery. Employees use them to guide both outbound and inbound logistics, as well as middle-mile transportation. In addition, agentic AI is improving how resources are used as a whole and how associates can fix bottlenecks. 

Finally, fitness clothing brand Lululemon is automating e-commerce fulfillment at its new Canada-based distribution center. The system uses 525 robots and an overhead monorail transport system to facilitate storage and fulfillment.  “The opening represents collaboration across our operations, engineering, technology, facilities and supply chain teams ... and creates new opportunities for our people,” says CSCO Ted Dagnese.  

Importantly, each of these companies is also facing significant external challenges. With Lululemon’s facility being based in Canada, tariff chaos and the end of the U.S.’s de minimis exemption have raised overall costs. General Mills and Heineken are fighting against increased inflation, especially in the food and beverage sector. And, like Scotts Miracle-Gro, Walmart struggles with severe weather caused by climate change.  

Transformation for a more modern supply chain 

Another interesting General Mills story in the news notes that, after six years as chief digital and technology officer, executive Jaime Montemayor has added “transformation” to his title. You, too, can prioritize transformation by underscoring your own company’s focus on strategic, enterprise-wide modernization. Begin the Certified in Transformation for Supply Chain program today with ASCM. You’ll learn to identify critical performance gaps, lead digital innovation, use SCOR to optimize value chains, and build sustainable frameworks that prioritize resilience and agility. 

Sign up today, and equip your team with the strategic tools required to join today’s industry leaders on the cutting edge of global supply chain operations.