Podcast Summary: Supply Chain Leadership in the Never Normal: A Power Panel of Supply Chain Leaders Rewriting the Rules

Podcast: Supply Chain Now
Episode Date: January 19, 2026
Host: Scott Luton
Panelists:

• Mario Mori, VP Integrated Planning, Sam’s Club
• Rodrigo Alponte, SVP Global Supply Chain, Stada Group
• Mike Gomez, VP Supply Chain North America, Perfetti Van Melle

Episode Overview

This episode gathers supply chain leaders from diverse industries to discuss the complexities and evolution of supply chain leadership in the current “never normal” environment. The conversation digs into the impacts of global disruptions, the growing power of artificial intelligence, people development, customer-centricity, and transforming volatility into competitive advantage. The panelists offer candid insights into the latest challenges, leadership approaches, and advice for the next generation of supply chain professionals.

Key Discussion Points & Insights

1. Intros & Perspectives on Never Normal (02:31 – 07:51)

• Panelists’ roles, industries, and organizational context:
  • Mike Gomez (03:02): Responsible for end-to-end supply chain across the Americas for Perfetti Van Melle, emphasizing both operations and holistic leadership—“from manufacturing plan and delivery, RTQ, quality procurement...”
  • Rodrigo Alponte (04:20): Leads global supply chain at Germany-based Stada, focusing on operational excellence, innovation (esp. AI), and people development.
  • Mario Mori (06:20): Oversees integrated planning for Sam’s Club, describing his team’s work as "connecting the dots of the strategy and execution" within a $90-100B retail company.

"The cross pollination is always positive. So happy to be here." — Mario Mori (07:51)

2. How Recent Disruptions Have Changed Supply Chain Leadership (08:36 – 17:41)

Mike Gomez:

• Two main disruptions: post-COVID labor realities and heightened supply chain variability due to rapidly shifting consumer preferences, geopolitics, and regulatory changes.
• Calls for prioritizing resilience and robust business continuity plans over traditional cost-based decisions.

"The more expensive product that we can have is the one we don’t have on the shelf and... not meeting the customer needs." (09:51)

Mario Mori:

• Supply chains now act as “living systems,” with flexibility and adaptability as priorities.
• Organizational structures and processes must enable faster, autonomous decisions—especially under pressure.

“It’s good to have the right questions, not have the right answer." (14:20)

Rodrigo Alponte:

• Highlights pharmaceutical supply chain complexity and criticality.
• Real-time adaptation required in response to global disruptions (“Red Sea” route closure, immediate alternate routing).
• Emphasizes “adaptability”—building systems to empower planners and facilitate quick, high-quality decisions.

"The only word that I didn’t hear from Mike and from Mario... is adaptability." (16:56)

3. Evolving Customer Centricity in Supply Chains (18:18 – 24:56)

Mike Gomez:

• Core obligations remain, but there’s new transparency and collaboration with customers to understand risks and create solutions together.
• Customers now value openness regarding supply challenges, and proactive solution-sharing.

“We gotta be... prepared with a menu of options... sit down with them on the table and we’ll find solution as we were finding.” (20:42)

Mario Mori:

• Focus shifting from just “perfect order” delivery to mapping and addressing the entire customer journey.
• Cross-company collaboration is key to “company game” customer centricity.

"The best way to provide good customer experience is to understand the members’ lives and work around them—not necessarily react to them." (21:38)

Rodrigo Alponte:

• Deep integration with both customers and increasingly health authorities, who act as facilitators for system-wide collaboration.

“Our ultimate goal is to ensure that our patients receive the right medicines at the right time.” (24:31)

4. Top Current Challenges (25:25 – 31:33)

Rodrigo:

• Hyper-growth (doubling every 4-5 years), high SKUs, long lead times, and heavily regulated environments.
• Main challenge: upgrading planning systems (IBP/SAP), adopting AI in planning, and massive investment in people (certification, leadership development, empowerment).

“It’s not enough for us to have a good system and process. We also need mastery of our people.” (26:16)

Mike:

• Integrating previously independent country operations into a unified Business Unit during turbulent times is like “building the airplane as you’re flying it.”
• Adopting new digital tools while aligning standards and behaviors.

“Making sure that the transition happens smoothly while we continue to serve the businesses..." (29:01)

Mario:

• The democratization of AI (OpenAI available to every employee) brings decision-making complexity—challenge is aligning, simplifying, and connecting all tools and efforts.

"How do we simplify the decision making environment in such a complex supply chain, such a complex situation here?" (29:58)

5. AI’s Role in Transforming Performance (32:08 – 37:52)

Mario:

• AI dramatically shortens the gap between understanding a problem and acting on it.
• Sees AI as a “co-pilot,” enabling people to shift from grunt work to real analytical thinking.

“The beauty of AI is that it collapses the distance between understanding and acting... Today it can take minutes.” (32:11 & 00:00)

Mike:

• AI creates competitive advantage, allowing supply chain leaders to focus on decision-making rather than data gathering.
• AI tools now help build people’s capabilities at unprecedented speeds (e.g., instant training content).

“We can develop people fast enough, faster than we ever thought about it.” (36:16)

Rodrigo:

• AI is essential for productivity increases and enhancing data quality for planners. Training can now be delivered in minutes.

6. Turning Volatility Into Advantage (38:14 – 42:35)

Mario:

• The differentiator is “intentionality”—organizations that learn proactively from volatility convert challenges into systemic improvements.
• Building resilience through a culture of transparent learning and cross-functional collaboration.

“Resilience is not a buffer, it’s a capability.” (39:28)

Rodrigo:

• Adds “mentality”—having an open, outward-looking mindset, learning from external sources as well as internal experiences.

Mike:

• Uses analogy: fighter jets are intentionally unstable but controlled by computers for agility. Companies must choose to either “embrace instability with technology” or “simply glide” through disruptions.

7. Leadership Questions Leaders Should Ask More (43:12 – 46:43)

Mike:

• Challenge team ownership: “What are you doing about it?” Sparks agency and proactive change.

"Every time I do my best to solve something I want to complain about, it’s fixed..." (44:07)

Mario:

• “What are we learning faster than the competitors?” Continual learning and benchmarking.

Rodrigo:

• Are our actions aligned to company strategy?
• What is the legacy we’re leaving behind for those who’ll follow us?

8. Career & Leadership Advice (47:27 – 50:00)

Mike:

• Don’t let anyone define who you are—take ownership and drive your own development.

Rodrigo:

• Be a protagonist: take the lead, champion change, and seek a seat at the decision-making table.

Mario:

• “Optimize for learning, not for certainty.” Focus on growth over being right; be clear in purpose and live bravely.

“Optimize for learning after certainty and define your purpose. Go for it. Have the courage to live life.” (49:49)

Notable Quotes & Memorable Moments

• “The beauty of AI is that it collapses the distance between understanding and acting.” — Mario Mori (00:00, 32:11)
• “Resilience is not a buffer, it's a capability.” — Mario Mori (39:28)
• “The most expensive product... is the one we don't have on the shelf.” — Mike Gomez (09:51)
• “The only word... is adaptability.” — Rodrigo Alponte (16:56)
• “You don't want to get to a point where you fail in your supply chain and then you don't have the product on the shelf.” — Mike Gomez (10:33)
• “What are we learning faster than the competitors?” — Mario Mori (44:41)
• “Be a protagonist in your career.” — Rodrigo Alponte (48:31)
• "Don’t let anybody define who you are, who you want to be.” — Mike Gomez (47:38)
• “Optimize for learning, not for certainty.” — Mario Mori (49:01)

Timestamps for Key Segments

• Panelist Introductions: 02:31 – 07:51
• Disruptions Changing Supply Chain Leadership: 08:36 – 17:41
• Evolving Customer Centricity: 18:18 – 24:56
• Current Challenges: 25:25 – 31:33
• AI’s Influence on Performance: 32:08 – 37:52
• Turning Volatility into Advantage: 38:14 – 42:35
• Leadership Questions: 43:12 – 46:43
• Career and Leadership Advice: 47:27 – 50:00

Takeaways & Action Items

• Prioritize resilience, adaptability, and organizational learning over cost-savings for long-term success.
• Invest deeply in people development, particularly as technology accelerates.
• Leverage AI to free time for higher-level decision making — but make sure decision-making frameworks remain unified.
• Embrace transparency and collaboration with customers and across corporate silos.
• Turn volatility into learning and competitive edge through intentional reflection and proactive mindset.

How to Connect with the Panelists

• Mario Mori: LinkedIn | mariomori@samsclub.com
• Rodrigo Alponte: LinkedIn | rodrigo.alponte@stada.com
• Mike Gomez: LinkedIn | mike.gomez@perfettivanmelle.com

For more supply chain insights and future episodes, check out Supply Chain Now.