PepsiCo Veteran: Mentorship and Development Are Key to Unlocking Supply Chain Careers

This analysis is based on an interview originally published by Supply Chain Dive. For more industry news and insights, subscribe to their newsletter.

Editor’s Note: This conversation is part of an ongoing series spotlighting women leaders in supply chain, a field where they constitute 40% of the workforce.

The landscape of supply chain management is undergoing a significant shift, moving beyond pure logistics to prioritize human capital development. According to Darcy Arata, Senior Vice President of Field Supply Chain for PepsiCo Foods North America, strategic investments in mentorship, training, and inclusive cultures are now critical drivers for both career advancement and operational excellence.

Arata, who joined PepsiCo in 2001 after a college operations class sparked her passion for the field, now oversees manufacturing and fulfillment for major brands like Frito-Lay and Quaker. Over her two-decade tenure, she has spearheaded digital transformation initiatives while consistently focusing on talent cultivation and retention.

"The most impactful part of my journey hasn't just been about metrics or automation," Arata told Supply Chain Dive. "It's been about building teams and developing people. That’s what delivers lasting business results."

Arata credits early mentors with helping her navigate the corporate world, a support system she found lacking in academia. She contrasts this with today's environment, where structured programs are more common. "Awareness of supply chain as a dynamic career has grown tremendously. Companies are now actively creating frameworks—through ERGs (Employee Resource Groups), formal mentorship pairings, and development training—that foster belonging and professional growth," she noted.

For current and aspiring leaders, Arata emphasizes proactive listening and barrier removal. "Leadership is about understanding the unique challenges your team faces and making adjustments to set them up for success. That intentionality builds an empowered and inclusive workplace."

Reflecting on her own path, Arata offered a piece of advice to her younger self: "Embrace discomfort. My most valuable lessons came from setbacks. I wish I'd had the courage to take more calculated risks earlier on."

Her perspective underscores a broader industry trend: as supply chains grow more complex, investing in people is no longer optional—it's a strategic imperative for resilience and innovation.

Voices from the Field

Michael Torres, Supply Chain Director at a retail firm: "Arata hits the nail on the head. We've seen retention improve by over 30% since launching a similar mentorship program. It's a game-changer for mid-level talent who often feel stuck."

Priya Sharma, Logistics Consultant & Career Coach: "This is a positive narrative, but we must ask: are these programs accessible at all levels, especially in warehouses and for hourly workers? True inclusivity means reaching the entire workforce."

David K. Miller, Industry Analyst: "While the sentiment is commendable, let's be real. Many 'formal programs' are just corporate box-ticking. The real test is whether leadership budgets and promotions truly reflect these diversity values. At many firms, it's still lip service."

Linda Chen, recent graduate entering the field: "Hearing that a senior leader values mentorship and admits to learning from failures is incredibly reassuring. It makes this career path feel more accessible and human."