Executive Vice President of Supply Chain, Bg Foods
Search every verified Martin Schoch interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Martin Schoch was promoted to Executive Vice President of Supply Chain at B&G Foods in February 2025, a role that added quality assurance, consumer affairs, R&D, and packaging to his previous responsibilities as Senior Vice President. On the Results Loading Podcast, Schoch stated that the CEO approached him about the expanded role, and he attributed his continued advancement through four CEOs to delivering against objectives and seeking feedback from peers outside his department. He recalled being told by a former CFO that he would never become an EVP, but said he changed his approach by working on weaknesses identified through constructive criticism. Schoch described several operational improvements at B&G Foods, including lowering inventory by over $150 million, reducing transportation costs, cutting customer fines by half, and improving forecast accuracy from the 60s to 80% or higher. He said that in his first year he changed 70% of vendors up for contract, reducing costs by about 10%, and noted that some previous contracts were part of the SK Food price-fixing scandal. Schoch characterized food companies as "second or third-tier movers in technology adoption" and said AI in procurement has not yet returned expected value. He expressed a goal of creating a real-time command center for supply chain visibility.
“We lowered inventory by over $150 million, which is huge for working capital, especially in this interest-bearing world. Our transportation costs are down, customer fines are down by half, and overall, the supply chain is trending toward world-class performance.”
“When I started, our forecast accuracy was in the 60s, and now we're at 80% or higher, which means we're making the right products and putting them in the right places. This improvement has significantly reduced our operational costs.”
“We changed 70% of the vendors that were up for contract in the first year, reducing costs by about 10%. Many previous contracts were overpriced, and some were part of the SK Food price-fixing scandal. I was brought in to fix that because they didn't know how deep it went.”
“Food companies are antiquated to a certain extent; we're often second or third-tier movers in technology adoption. For example, AI in procurement hasn't yet returned the value people expect. We're watching others' success stories before adopting it ourselves due to limited capital budgets.”
“My goal is to have a real-time command center where I can see every aspect of the business, from purchase orders to operational efficiency, so we can make quick, informed decisions rather than waiting weeks for reports.”
“You have to ask for more responsibility. The worst they can say is no, but if you have more to give, you need to make that known. I told the CEO I could do more, and now I have the opportunity to lead a larger part of the company.”
“I was told by a CFO that I'd never be an EVP, but I changed my approach by seeking feedback from peers outside my department and working on my weaknesses. Constructive criticism helped me grow and eventually earn the promotion.”
“We have over 50 brands and about 4,000 to 5,000 SKUs, with thousands of vendors. Managing this complexity requires constant optimization and vendor relationship management to stay competitive against larger companies.”
“We standardized practices and aligned with executive leadership to speed up approval processes, reducing approval times from weeks to days, which improved operational responsiveness.”
“Change is good as long as it's thoroughly thought through and tested. In operations, embracing change carefully is key to progress and achieving world-class supply chain performance.”
In this episode of The Results Loading Podcast, host Michael Atkin sits down with Marty Schoch, the newly promoted Executive ...
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