How Perfetti Van Melle's Mike Gomes Delivers Data-Centric Supply Chain Modernization
Editor's Note: This article is a part of a CGT series that digs into leadership hires a year into the new positions, to learn how roles are evolving and how fresh eyes can transform business operations.
Just over a year ago, confectionery business Perfetti Van Melle (PVM), which manufactures brands such as Airheads, Mentos and Chupa Chups, hired Mike Gomes to lead the company's supply chain transformation efforts within its North American business, which now includes Canada, U.S., Mexico and LATAM regions.
As the segment's VP of supply chain, Gomes was tasked with taking an end-to-end approach to productivity, capacity and efficiency to expedite go-to-market strategies and help scale the business as it grew in size.
"We’re investing in leadership development and organizational alignment to ensure seamless operations," Gomes tells CGT. "At the same time, we’re elevating our manufacturing capabilities to best-in-class standards in support of the business."
As part of this, Gomes has overseen a vertical startup of new capabilities and capacities, rapidly evolving processes, systems and the business's footprint to scale efforts that align with PVM's strategic roadmap.
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Gomes says he's helped lead the charge using the company's pillar-based approach, which includes productive maintenance, digital and information systems, and leadership and HR pillars. For his part, he is implementing advanced capabilities across operations, planning, maintenance and engineering.
"Our priorities center on achieving the highest standards in food safety, quality assurance, waste elimination and driving efficiencies through manufacturing excellence practices, where total productive maintenance and daily management systems play a critical role," says Gomes. "We’re building strong, self-sufficient teams focused on critical value streams."
Building the Foundation, Expanding from the Core
Gomes first helped identify bottlenecks in the supply chain so he could address the biggest constraints to maintaining momentum toward PVM's goals.
From there, he started building pilot lines and value streams where goals could be proven, with models delivering early results and serving as a training ground to help shift the company's culture along the way.
"This approach requires upfront investment in resources, and it’s important to justify these wisely and be clear on deliverables," he says.
Among his long-term strategies has been moving away from manual processes, automating efforts across factories and warehouses through an enhanced ERP core that runs on SAP S/4HANA.
He says these automations are geared toward maintaining an agile and responsive supply chain that can better adapt to consumer and customer needs, using AI and advanced analytics for complex problem-solving.
"Next, we’re driving world-class integrated business planning (IBP) as the central 'brain' of our supply chain to maximize business benefits," he says.
While the supply chain is constantly evolving, Gomes says the initial scope of his leadership role has largely remained the same. The company is focused on building strong plant leadership teams, driving a line-centric approach, eliminating losses and developing manufacturing capabilities within its teams.
As such, PVM will continue to invest in automation, digital integration and leadership development while scaling its total productive maintenance and IBP frameworks.
"The idea is to be agile, keep learning through the journey and keep our eyes on the strategic objectives in today’s business and supply chain environment."
