McDonald’s powołuje nowego dyrektora łańcucha dostaw na Amerykę Północną

Begin a 90-day onboarding plan for Marion as Chief Supply Chain Officer for North America, mapping the supplier network, identifying significant risks, and setting clear milestones for on-time production. Currently, prioritize quick wins in supplier collaboration and inventory visibility to stabilize the network.

Marion brings instrumental leadership and a proven track record in logistics and production planning. Her expertise spans forecasting, supplier development, and risk management, and she will guide a transition toward near-real-time visibility across the supply chain. As officer, Marion will align plans with management across functions.

After collaboration with site managers, franchise partners, and regional leaders, Marion will align management expectations with frontline leaders oraz employees, establishing quarterly milestones for service and cost objectives.

Significant change requires a stronger network of internal and external partners. The fall rollout will introduce a two-tier onboarding for 65 key North American suppliers, with targeted lead-time reductions of about 12% and higher on-time delivery rates by the end of the quarter.

McDonald’s stated that the appointment reinforces commitment to production continuity, quality, and employee safety. The new officer will oversee a cross-functional team of managers and operators, and the leadership stresses collaboration across distribution centers, restaurants, and suppliers to raise performance for employees and customers.

To apply Marion’s approach in other regions, organizations should map their network, establish cross-functional collaboration, and set measurable KPIs tied to on-time delivery, cost per unit, and product quality. Invest in people through training and development to sustain improvements across the supply chain.

marion will lead with data, not slogans, and will require regular updates to the network performance dashboards.

Key responsibilities and impact of the new CSCO on North American operations

michael joined McDonald’s as CSCO, and your immediate move is to centralize planning across manufacturing, warehouse, and distribution to speed decisions and reduce variability.

The appointment requires a clear mandate to oversee capabilities in manufacturing, american distribution, and warehouse networks, with a commitment to coste reductions and service reliability.

gamboni will lead the drive to standardize procurement, supplier risk, and inbound logistics, embedding a culture of continuous learning and maintaining high standards across all tiers.

Before scaling operations to support american growth, he will map challenges in supplier capacity and warehouse throughput, then implement a single source of truth for demand signals.

Learning loops with frontline teams will feed continuous improvements, reducing coste across regions while boosting service levels and accuracy in inventory planning, and enabling faster scale to meet peak demand.

The future operating model will emphasize a lean manufacturing mindset, cross-functional squads, and a scalable warehouse-and-fulfillment design with clear KPIs that deliver significant gains in cycle time and inventory turns.

Corporate alignment ensures that your North American network stays aligned with quality and compliance standards, while driving localization to reflect american market realities.

Maintaining a culture of accountability on the floor requires daily leadership, transparent dashboards, and regular learning sessions to capture insights from your teams.

To deliver measurable impact, assign owners for each capability, establish quarterly milestones, and report progress to corporate leadership, with a focus on steady, responsible growth and risk reduction.

CSCO profile and immediate priorities

Implement a 90-day onboarding plan to stabilize the chain and align your teams under the new CSCO, prioritizing logistics efficiency and data-driven decision making.

Joining McDonald’s last year, she was promoted to chief role after leading the North America logistics network redesign. Her management experience spans chain-wide planning, sourcing, and warehouse operations, matched by capabilities in digital planning and partner collaboration. The appointment reinforces her commitment to maintaining service levels and to oversee risk, quality, and cost. She will shepherd change across the network and guide teams that connect suppliers, warehouses, and restaurants. She will oversee the transition with a focus on scale, service, and cost. Mitigate any fall in performance during onboarding.

Immediate priorities focus on three angles: stability, standardization, and talent. First, stabilize performance by tightening service-level agreements, reducing variance in inbound receipts, and aligning inventory targets with restaurant demand. Second, standardize processes across DCs and warehouses, including WMS and cross-docking, to reduce cycle times. Third, build the talent pipeline by addressing retirement plans, succession, and a leadership development track, ensuring continuity in management roles across different functions.

Implications for supplier selection and regional sourcing

Recommendation: Prioritize regional suppliers with robust manufacturing and warehouse capabilities to shorten transit times and improve service levels for fast-food menus. Assign Alexis as head of regional sourcing and Cesar as supplier-relationship manager to ensure alignment with the president’s strategic goals and to accelerate onboarding. This approach has been shown to reduce risk and support sustained growth, allowing teams to respond quickly to market shifts.

Build a supplier evaluation framework that weighs capacity, lead times, quality controls, and on-site manufacturing readiness. Require a minimum of two alternative suppliers per category and assume contingency for peak weeks. Map each category to a regional warehouse strategy, prioritizing proximity to major kitchens and distribution centers. For inputs like piña, establish a dedicated panel with two approved farm sources and one consolidator, targeting reliable year-round availability and predictable pricing; track service levels and loss rates monthly. Ensure that all partners publish traceability data and maintain clean audits to support fast-food safety standards.

Address retirement and workforce transitions by documenting critical tacit knowledge and mandating cross-training programs with the supplier base. Manage supplier relationships with clear milestones, including quarterly business reviews and performance contributions that are tied to cost, quality, and delivery metrics. Use regional hubs to reduce transit time; a 48- to 72-hour replenishment cycle in major markets has been shown to boost service while keeping inventory levels lean. The press will pay attention to how these changes translate into steadier supply, so communications should be precise and timely.

Mitigate challenges by building a diversified supplier base that covers manufacturing and packaging capabilities, and by maintaining strong relationships with local partners. Track growth indicators such as new store openings, renovation cycles, and menu changes to adjust supplier portfolios accordingly. Ensure the sourcing team remains nimble, actively managing risk, and prepared to reallocate volumes when a supplier encounters operations stress. In this plan, the president, Alexis, and Cesar play pivotal roles in guiding decisions, and the team has served multiple markets with robust results.

Onboarding timeline and first 100 days milestones

Implement a structured 100-day onboarding plan today to maximize impact as mcdonalds appoints a new chief supply chain officer for North America, joining with a mandate to accelerate leadership alignment across logistics, operations, and supplier networks.

Day 1-30: Immersion and network formation. Joining the team today, the new chief should conduct 1:1s with regional leaders and key directors, including alexis and michael, to map roles, capture constraints, and establish formal lines of responsibility. Create a cross-functional network map spanning stores, distribution centers, supplier relations, and logistics execution, and foster collaboration across teams. Gather baseline data on order-to-delivery gross time, inventory turns, and supplier performance, and set interim targets for the first 90 days.

Day 31-60: Strategic priorities and quick wins. Define a concise 3-5 priority agenda focused on network resilience, cost-to-serve optimization, and service levels for fast-food operations. Formalize supplier collaboration frameworks, update contract playbooks, and implement a regional governance cadence with monthly reviews. Identify quick wins such as SKU rationalization, route optimization, and consolidation of two regional hubs, aiming to reduce time-to-store delivery by a measurable margin. alexis and michael have joined the leadership team and will anchor stakeholder alignment within this phase. Leverage prior experience across global supply networks to anticipate disruptions and inform contingency plans.

Day 61-90: Pilot changes and governance. Roll out pilot programs in two regions to test revised routing, supplier scorecards, and improved demand planning. Establish a governance model with a weekly ops review, risk dashboard, and escalation paths for shortages. Address change management with clear communication plans and stakeholder onboarding. Track KPIs like gross margin impact, fill rate, and forecast accuracy; adjust based on data and stakeholder input. Ensure the team is ready for broader rollout.

Day 91-100: Review, finalize, and handoff to steady-state operations. Compile a 100-day report detailing learned lessons, quantified gains, and remaining risks. Present a revised strategic plan to the executive team, secure alignment, and formalize roles for ongoing leadership. Publicly retire any outdated processes and set a follow-up timeline for extending the improvements beyond day 100.

matla greto will join as advisory partners to support governance, risk modeling, and supplier collaboration, complementing alexis, michael, and other leaders.

Barfresh Co-Manufacturing integration with existing networks

Align Barfresh co-manufacturing within the north mcdonalds logistics network by appointing a dedicated integration lead who will oversee joining lines, sourcing, and delivery planning within 60 days. This role should be supported by gamboni operations and a regional supervisor to ensure seamless cross-network handoffs and consistent quality at scale.

Baseline data and targets for year 1: Barfresh capacity is 12 million cases annually; post-integration, target 16 million. Last-mile uses 6 delivery cars; optimized routes cut miles by ~8%. On-time delivered rate improves from 92% to 97%. Order-to-delivery lead time drops from 4 days to 2.5 days. Logistics cost per case declines by 7%, delivering savings that fund added co-manufacturing slots.

Forge a cross-functional governance with the collaboration of mcdonalds sourcing, michael, gamboni, and the gchi analytics team to forecast demand and set KPIs. Since Barfresh joined the network, use a weekly review cadence to cement SLAs and ensure supply continuity through fall peaks.

Phased rollout: Phase 1 pilot in the north region, integrating 3 plants and 2 distribution centers; Phase 2 scale to all regions in Q3; connect with companys networks to align with existing fleets and the cemented service levels.

Risks and mitigations: Retirement of a long-time plant supervisor could slow momentum; mitigate with cross-training and backup staffing across sites. Cement the collaboration by formalizing routines, shared dashboards, and quarterly reviews that keep both Barfresh and mcdonalds accountable, while expanding sourcing and logistics visibility to drive more reliability across the supply chain.

Operational risk management and performance metrics for 2025

Implement a unified risk dashboard by Q1 2025 to coordinate risk signals across manufacturing, transportation, and distribution, enabling real-time alerts and data-driven decisions that support meaningful growth and resilience.

alexis joined the leadership team after the appointment, and the system now cement risk controls and foster collaboration with suppliers and carriers to keep the mcdonalds North America network robust.

Maintaining service levels requires disciplined execution and continuous improvement. Before the new framework, data lived in silos; after integration, data flows into a single source of truth that leaders use to steer investments and mitigate disruption.

The plan targets significant improvements across the giant companys ecosystem, aligning with mcdonalds growth ambitions while remaining practical for manufacturing sites and transportation hubs.

To translate these goals into action, we will align governance with measurable outcomes and ensure every function leads with accountability for risk and performance.

Core metrics and governance

• Overall risk score: target ≤4.0 on a 0–10 scale, combining supplier risk, logistics exposure, and manufacturing disruption indicators.
• On-time delivery (OTD): 98.5% across North America; matched to demand windows for a 4‑week rolling plan.
• Fill rate: 99.0% for all core SKUs across menus and markets.
• Forecast accuracy: weekly demand within ±2.5%; monthly variance within ±5%.
• Manufacturing availability and OEE: 85–90% OEE; downtime below 1.5% of scheduled run time.
• Inventory turns: target 6.0 turns for main product lines; reduce excess stock by 10% year over year.
• Transportation efficiency: freight cost per case down 5%; on-time transportation reliability above 97% across major corridors.
• Quality and safety: defect rate below 0.2% of units; recordable incident rate below 0.5 per 100,000 hours; corrective actions closed within 10 days.
• Collaboration index: quarterly supplier and carrier collaboration score ≥85/100.
• Risk monitoring coverage: 100% of critical suppliers and top 100 transportation partners enrolled in the risk dashboard.

Implementation plan and milestones

1. Q1 2025: deploy the risk dashboard; integrate ERP, WMS, TMS, and supplier feeds; establish initial risk scores.
2. Q2 2025: pilot in key manufacturing plants and distribution centers; tune alert thresholds and data quality checks.
3. Q3 2025: expand data feeds; finalize supplier risk scoring; commence monthly risk governance with leadership.
4. Q4 2025: review targets; publish 2025 risk performance; adjust for 2026 growth plan.

Key levers for 2025

• Strengthen collaboration with suppliers and carriers to maintain matched capacity and improve lead times.
• Invest in digital twins of the transportation and manufacturing network to simulate disruptions and validate response plans.
• Standardize the risk controls across the system to ensure consistent performance in all regions.
• Maintain a lean safety stock policy augmented by dynamic re-order points driven by real-time signals.
• Monitor currency and fuel volatility and adjust cost-to-serve models accordingly.