When we set out to host a webinar with Supply Chain Now, my goal was simple: share real-world stories of how companies are moving beyond the hype of AI and into tangible, measurable results. And there’s no better example than the work being done at PepsiCo, where Peter Hall, Senior Manager of Warehouse Orchestration, has been leading transformational change.
Peter said something early in the discussion that really stuck with me: “Traditionally, it’s just ‘do better, do better, do better.’ Maybe 1% here, 2% there. But we reached a point where we needed to do something different—not just better—in order to get a step-function change.”
That shift in mindset is powerful. It’s the difference between chasing incremental gains and fundamentally redesigning how decisions get made inside the warehouse.
From Maps to Decision Automation
Peter illustrated it perfectly with a simple analogy: think about how navigation has evolved.
- At first, we had paper maps.
- Then came MapQuest with static directions.
- Next, smartphones gave us real-time updates on accidents or delays.
- And now, we have vehicles that can literally drive themselves.
“That’s what we’re doing with warehousing,” Peter explained. “We’re moving from manual decision-making to real-time orchestration, and in some cases, automation. Our goal is simple: the right case, on the right trailer, at the right time, at the lowest cost.”
Real Results at Scale
Of course, transformation isn’t about theory, it’s about outcomes. At PepsiCo scale, the results have been extraordinary.
Peter shared: “When we went live, we saw an increase of around 9% in pallets per labor hour. That’s because we were smarter about when and where we do the work—reducing drive distance, avoiding congestion, and staying aligned with inbound and production schedules.”
A 9% lift may not sound flashy, but in an operation as massive and complex as PepsiCo’s, that translates into enormous efficiency gains and a more resilient supply chain.
Lessons for Leaders
For others looking to follow PepsiCo’s lead, Peter emphasized two critical points:
- Data, data, data. “If you don’t have the correct information, you won’t get a practical, executable plan.”
- Adoption and change management. “This isn’t about replacing people—it’s about making their jobs easier. We walk with them, simplify where possible, and make sure they’re part of the journey.”
That resonates deeply with me. The best technology doesn’t replace people; it empowers them. It frees them from firefighting so they can focus on higher-value problem solving.
Watch the Full Conversation
Peter’s insights underscore why PepsiCo has long been recognized as a supply chain innovator. This is not lip-service leadership, it’s deeds, not words.
If you want to hear the full story, including the challenges, lessons learned, and what’s next on PepsiCo’s orchestration journey, I encourage you to watch the webinar on demand.
If you’re ready to have a one-on-one conversation with our team to see how your company can replicate the success that PepsiCo is driving, you can schedule a meeting here.
