Hershey Supply Chain Transition Puts Digital Planning First
The Hershey Company has named Mitchell Arends as Chief Supply Chain Officer, setting up a planned transition that is more operationally important than a routine leadership announcement.
Arends will take the role on 22 June 2026, succeeding Jason Reiman, who will remain with the company into 2027 to support the handover. For confectionery and snacks suppliers, the appointment highlights the direction of large CPG supply chains: more digital integration, tighter planning and continued network optimisation.
Supply chain becomes a portfolio issue
Hershey is no longer only a chocolate and confectionery manufacturer. Its portfolio now spans confectionery, salty snacks and functional snacking, with brands including Reese’s, Kisses, SkinnyPop, Pirate’s Booty, Dot’s Homestyle Pretzels, ONE Brands and Fulfil. That mix creates a more complex operating model across manufacturing, procurement, logistics, direct store delivery and planning.
Arends joins from Utz Brands, where he held operational accountability across supply chain, research and development, transformation and direct store delivery. He previously led the North American supply chain at Kraft Heinz, covering manufacturing, logistics, planning and procurement. That background is relevant because Hershey’s growth depends on coordinating very different supply networks under one portfolio.
Digital integration is the stated priority
Hershey says Arends will focus on digital integration, automation and insights-driven planning. Those priorities match the legacy Reiman leaves behind: expanded in-house confectionery capacity, two fully digitally integrated manufacturing facilities and a salty snacks network that Hershey says is now 80% insourced.
For trade partners, the useful question is how quickly those capabilities translate into better service levels, manufacturing flexibility and demand planning. In snacks and confectionery, promotional peaks, seasonal volumes and retailer expectations all expose weaknesses in network planning.
Commercial angle
The transition gives Hershey a long overlap period rather than a sharp change in control. That should reduce execution risk while still allowing the company to push its supply chain modernization agenda.
- Retail buyers should watch whether planning improvements reduce seasonal volatility and out-of-stocks.
- Suppliers should expect continued pressure on data, service performance and procurement discipline.
- Manufacturing partners should track whether Hershey continues to bring more capabilities in-house.
- Competitors should note the link between portfolio expansion and supply chain leadership depth.
