We at Supply Chain Matters are always on the lookout for important supply chain related learning, insights and accomplishments. Thus, what caught our eye was a recent announcement related to senior supply chain leadership changes at consumer foods producer J.M. Smucker.

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The company announced the pending retirement of Senior Vice President, Supply Chain Logistics and Operations, Dennis J. Armstrong following 37 years with the company.  Mr. Armstrong will retire from his corporate officer role in September.

How extraordinary is that in today’s world of ever changing job roles and continuous employers.

Noted is that Mr. Armstrong has served in a number of leadership roles that have spanned logistics, operations and purchasing during his long career.

According to the announcement, Mr. Armstrong’s supply chain leadership responsibility will be assumed by two other existing J.M. Smucker executives.

James R. Ray will assume the role of Senior Vice President of Operations. Day, with 27 years at the company, was the Vice President of Coffee Operations for the past seven years and thus assumes the new senior operations management role from a line-of-business background. For readers unfamiliar with Smucker’s coffee business, it includes the retail production and distribution of Dunkin Donuts branded coffee, among other brands. Prior operations management roles for Mr. Ray were within consumer and natural foods businesses.

Robert D. Ferguson assumes the role of Senior Vice President Supply Chain.  Mr. Ferguson is currently Vice President, Integrated Business and Program Management and came to Smucker from the 2015 acquisition of Big Heart Pet Brands. Integrated business and program management responsibilities usually connote organizational transformation leadership roles. In today’s consumer goods focused supply chain, transformation remains continuous.

Both Mr. Day and Mr. Ferguson will now report directly to Smucker’s soon to be President and Chief Executive Officer, Mark Smucker, and thus will be members of the executive leadership team. Senior leadership changes included other executives as well leading to a revised executive leadership team.

Thus, yet another example of the strategic importance that operations and supply chain has garnered in supporting and delivering expected business outcomes.

While we often write about such leadership shifts, we believe it is important for Supply Chain Matters to be able to reference actual occurrence, especially in an industry that is dealing with significant business strategy challenges affecting products and changing consumer needs.

As for Mr. Armstrong, we extend our best wishes for an enjoyable and rewarding retirement after what looks to be rewarding operations and supply chain leadership career at a single employer.

Bob Ferrari