Dole Packaged Foods Appoints Todd Stillwell as VP, Supply Chain & Manufacturing

Recommendation: empower a veteran head of operations to unify the end-to-end process of fruit from field to consumer, accelerating visibility and service levels across the network. please join the effort to leverage the former stillwells veteran’s relationships with farmers, distributors, and retailers to secure reliable on-time Vertrieb and cost discipline. monte-based teams will align commitments with customer expectations, delivering a sunshine brighter trajectory for fruit programs.

This transition is designed to shorten the harvest-to-shelf cycle, anchored by concrete targets: 6 regional hubs optimized for Vertrieb speed; 12% uplift in on-time performance; and a 4% waste reduction through standard work and industriell playbooks spanning procurement, warehousing, and line planning across phases. The plan embeds links to the industrys ecosystems and emphasizes data-driven decisions that keep the dole brand competitive for various consumer needs.

Mit dem dole brand in focus, the new leadership will cultivate relationships quer durch consumer channels and a robust partner network, strengthening the companys ability to meet demand in volatile markets. The approach prioritizes flexible assortments, various SKUs, and seasonal promotions that resonate with shoppers from rural co-ops to urban grocers. The effort draws on a veteran talent pool and the head of operations to create a more resilient fruit supply and faster replenishment cycles for the entire network.

The outlook for this realignment is brighter for the dole brand, with sunshine across categories and a resilient network that supports consumer needs. Stakeholders across operations and go-to-market teams should join the initiative to tighten relationships and deliver consistent delivery. The head of this effort will coordinate monte-based operations with legacy teams to ensure a cohesive, scalable rhythm for a various product portfolio.

Dole Packaged Foods Names Todd Stillwell as VP, Supply Chain & Manufacturing

Recommendation: form a cross-functional logistics and production coordination council to tighten import-export cycles and delivery reliability across markets, joining forces across departments via a single, integrated systems platform to align and shorten lead times.

The initiative ties to corporate vision by establishing joint KPIs for efficiency across partner networks, focusing on end-to-end flows from sourcing to distribution, including fruit and other foods, to drive growth.

To accelerate growth, map responsibilities across Monte facility, regional distribution centers, and external processors, with clear commitments on safety and regulatory standards to ensure consistent quality and traceability.

Focus areas include optimizing production scheduling, enhancing import-export visibility, streamlining delivery, and strengthening systems for better collaboration with partner suppliers and contract manufacturers, measuring efficiency improvements and customer satisfaction across greater markets.

источник: internal briefing notes suggest this alignment will yield measurable gains in service levels, cost-per-unit efficiency, and cross-department collaboration across logistics and production domains.

Appointment overview, recruitment context, and strategic implications for US operations

Recommendation: with companys leadership, accelerate more innovation and operational modernization across distribution hubs and production facilities to ensure compliance and brighter results in the US market.

Overview: The organization named a new head of operational capabilities to steer the North American footprint, aligning sourcing, processing, and finished-goods distribution. The move targets faster decision cycles, tighter quality controls, and a more agile flow from ingredients to shelf across multiple facilities.

Recruitment context: Talent-market dynamics in the industrial sector amplify the need for leadership capable of bridging planning, compliance, and distribution. This search prioritized candidates with hands-on experience in integrated planning, supplier qualification, and cost discipline, plus a track record collaborating with brand teams, including premium lines such as häagen-dazs, to maintain nutrition integrity while expanding distribution reach. This recruitment reflects industrys demand for leadership that can remain resilient amid volatility and remain focused on execution. The process combined internal promotions and external searches to broaden the pool and reduce time-to-impact. The effort also signals a broader strategy to build a more agile and resilient leadership bench for US operations.

Strategic implications for US operations:

• Strategic alignment: sharpen objectives for growth across key channels; formalize metrics for on-time delivery, quality compliance, and cost-to-serve.
• Agile modernization: deploy an agile operating model across various sites, enabling rapid response to demand signals and promotional calendars; invest in digital tooling for end-to-end visibility.
• Compliance and risk: standardize supplier qualification, recall readiness, and traceability, reducing risk and supporting nutrition standards.
• Production and distribution optimization: harmonize processes in production facilities with faster throughput and reduced waste; enhance last-mile distribution and reverse logistics.
• Brand and portfolio coherence: ensure consistent product narratives across the catalog, aligning nutrition attributes with packaging and labeling standards.
• Partnerships and collaboration: intensify collaboration with internal teams and external partners; leverage press updates to signal progress and maintain trust; источник: press release.
• Industrial-scale efficiency: pursue modular capabilities to sustain margins as volumes vary; maintain automated workflows and data-driven decision making.
• Programmatic initiatives: monte sunshine program to coordinate demand planning and material flow, reinforcing brighter outcomes across the network.
• Brighter talent pipeline: invest in leadership development to deepen bench strength for future US operations.
• Operational capabilities expansion: target a 9–12 month rollout for core S&OP improvements and two pilot sites to demonstrate benefits in real-market conditions.

источник: press release

Scope of Todd Stillwell’s responsibilities across US supply chain, plant manufacturing, and logistics

todds approach centers on agile, consumer-first delivery across the US logistics network, aligning production facilities, third-party partners, and regional hubs to achieve a brighter, sunshine-like operating rhythm and elevated customer experience, with a focus on faster delivery and higher predictability.

Scope spans setting the long-term agenda for end-to-end operations, including capacity planning at production facilities, quality discipline at plants, and risk management across the network.

Oversee relationships with third-party logistics providers and internal teams to ensure on-time delivery, accurate inventory, and disciplined cost management, with clear accountability across each node of the system.

Measurement framework targets higher efficiency, shorter cycle times, faster throughput, and improved service levels; leverage data to drive continuous improvement and greater operational transparency.

Collaboration and capabilities: tod ds emphasis on collaborating across the partner ecosystem expands capabilities and strengthens the company’s ability to serve consumers with reliable delivery; Monte and other networks are integrated to broaden automation, visibility, and agile operations, guided by the источник of truth in the centralized platform, and keeping companys governance aligned with strategic goals.

Operational governance: establish quarterly roadmaps, risk reviews, and scenario planning to ensure long-term resilience; the plan calls for investments in third-party networks, automation at production facilities, and ongoing capability upgrades to improve efficiency and delivery reliability.

Please review this scope to inform internal alignment and external communications; the goals include a greater focus on consumer satisfaction, a smoother delivery cadence, and a sunnier outlook for the companys logistics and production ecosystem.

Timeline and milestones for leadership transition and onboarding

The new head will join the organization with a 90-day onboarding blueprint that will synchronize logistics, production planning, and cross-functional governance, ensuring greater alignment with strategic priorities. The plan relies on agile capabilities, a veteran mindset, and direct engagement with corporate leadership, including the president and key departments.

1. 0–14 days: Kickoff and governance alignment
   • Confirm executive sponsorship at the top level and establish a transition office within corporate services.
   • Map relationships across departments, including logistics, production, procurement, quality, R&D, and sales.
   • Identify critical vendors and customers in the industrys domain; establish direct cadence with external partners such as Häagen-Dazs and Chamberlain teams.
   • Clarify accountabilities to remain focused on service levels and risk management, with clear communication about the operating model to all stakeholders.
2. 15–30 days: Knowledge transfer and orientation
   • Access key data and dashboards, including capacity, cost-to-serve, and production schedules; review the asset base and network footprints.
   • Introduce the new head across the companys structure, including brand portfolios in fruit categories, and outline collaboration frameworks with departments.
   • Establish leadership routines: weekly reviews with departments, agile stand-ups, and updates with the president and corporate leadership.
   • Incorporate a sunshine-oriented culture to accelerate trust-building and open dialogue with teams and partners.
3. 31–60 days: Capability building and integration
   • Co-create a 12-week plan for cost-to-serve improvements and cycle-time reductions; align with greater strategic priorities.
   • Launch quick-win pilots in logistics optimization and production planning to demonstrate impact; define dashboards for ongoing visibility to the president and executive team.
   • Formalize partnerships with key external suppliers and brands, including doles and Häagen-Dazs, to strengthen relationships and shared capabilities.
   • Develop a clear narrative about the operating model, including how direct decisions will navigate tradeoffs between cost and service.
4. 61–90 days: Execution, governance, and go-forward roadmap
   • Institute cross-department governance threads to sustain agile decision-making; publish a 6– to 12-month roadmap for operations, capacity expansion, and supplier development.
   • Demonstrate measurable outcomes: improved on-time delivery, optimized inventory levels, and higher asset utilization; provide quarterly updates to the president and corporate leadership.
   • Confirm long-term leadership presence and alignment: the head will remain in a stable, scalable role, ensuring relationships with internal groups remain strong and effective.

Impact on supplier relationships, procurement strategies, and contract renegotiations

Recommendation: Establish a formal supplier governance framework with quarterly renegotiation windows for critical ingredients, tying pricing to transparent indices and long-term volumes.

This framework should be led by the head of logistics and procurement, with direct input from the president of corporate operations, compliance, and product teams, joining across departments to ensure consistency. By providing stable forecasts and reliable delivery expectations, partner relationships strengthen and consumers are served with more consistent nutrition across foods and fruit-based lines.

Key actions include standardizing a supplier scorecard, naming strategic partners, and creating a playbook for contract renegotiations that favors long-term terms, risk-sharing, and joint innovation. The approach minimizes disruption, reduces total cost of ownership, and remains resilient across operations and delivery cycles in diverse product categories.

For premium brands such as Häagen-Dazs, the program emphasizes direct collaboration with named partners, ensuring compliance and maintaining product integrity while exploring innovation across flavors and formats. This approach keeps the supply network aligned with sunshine-quality standards and supports continuing innovation across categories.

Cross‑functional integration with Del Monte leadership and other business units

Recommendation: establish a cross-functional council that includes named leaders from corporate, regional units, and third-party logistics partners to align end-to-end planning for import-export, logistics, and operations about a single portfolio vision. The council reports to the head of operations and starts a 90-day integration plan with clearly defined accountabilities, shared calendars, and rapid decision rights. The appointment of a dedicated integration lead will anchor governance and maintain momentum, with a named sponsor from corporate to ensure urgency and visibility.

To join forces, modernize the data backbone, and deploy a common digital cockpit that tracks key indicators: forecast accuracy, OTIF, fill rate, order cycle time, and inventory turns. The platform should connect regional sites, corporate planning, and third-party providers for real-time visibility and direct escalation paths, enabling faster, more decisive actions than before.

Align brand and portfolio planning through collaborating with häagen-dazs and other named brands to synchronize product introductions, seasonal campaigns, and packaging windows for packaged products, including regional promotions. The stillwells initiative will coordinate cross-functional activities to broaden capabilities and ensure greater consistency across import-export and logistics workflows, while maintaining a sharp focus on execution discipline.

Operating model and governance: institute an agile rhythm with monthly syncs and quarterly strategy reviews; assign owners for each workflow; focus on efficiency improvements and cost-to-serve reductions. Target gains include OTIF at 98% by year-end, lead times down 12 weeks, and logistics cost per case down 6%, with a vision to remain resilient under industrial disruptions. This shift will be guided by a direct, actionable plan and a focus on efficiency that is greater than the previous period, with the worked playbook informing the rollout.