James Worthington

Major Food Industry Expansion: #Sigma announces $100+ million US Dollars investment to strengthen operations in #Jalisco, #Mexico between 2025-2027. Key Growth Indicators: Current Operational Footprint • 5 manufacturing plants across the region • 7 distribution centers serving the market • Workforce of 5,000 employees in Jalisco Strategic Expansion Focus • Enhanced dairy production capacity in Lagos de Moreno • Strengthened regional infrastructure development • Alignment with food-focused business strategy Financial Performance • Q1 revenue reached 42,153 million pesos • 14% year-over-year revenue growth • Strong volume performance in Mexican market This strategic investment reinforces Jalisco's position as a key hub for international food manufacturing. Want to explore Mexico's best locations for food manufacturing? Stay informed for more updates with MexicoCRE - MexicoFDI Newsletter https://mexicocre.com/ For location strategy and site selection expertise contact us at https://discoverycre.com/ For Tenant Representation throughout Mexico contact Luis Miranda Luis@DiscoveryCRE.com USA and Canada Toll free number 1 (800) 603-3460 Mexico Toll Free number 800 099 1437 Guadalajara Telephone number +52 33 3348 2317 #mexico #mexicocre #mexicoindustrialrealestate #nearshoring #manufacturing #siteselection #fdi #mexicofdi #industrialparks #buildtosuit #AI #datacenters #semiconductors #foodmanufacturing #pharmaceutical #medicaldevices

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To ensure that your Lean transformation efforts effectively advance your strategic objectives, focus on alignment. It's crucial that your improvement initiatives directly contribute to your long-term goals. Key strategies include: - Breaking down strategy into clear, measurable daily targets. - Visualizing and monitoring progress against targets. - Empowering teams to address issues that have a direct impact on strategic goals. For more insights, read this article from lean.org: https://lnkd.in/g8vgtfW8

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Great advice as usual from Gustavo, a seasoned manufacturing and supply chain leader. Value creation and loss elimination should be the driving force that dictate which technology to use and which data to acquire. As you said, it should help us answer questions rather than provide answers that didn’t originally have questions.

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Some people change the way you see things forever. Nick Khwaja is one of those people for me. When I was working at LSG Sky Chefs, Nick was the VP of Lean — and the way he approached the work was unlike anything I had encountered before. I came in with a fairly standard manufacturing mindset. Lean was something you did on a factory floor. Assembly lines. Cycle times. VSM maps with boxes and arrows pointing at machines. Nick dismantled that thinking quietly and completely. He showed me that lean is not a manufacturing tool. It is a way of seeing. A discipline for understanding any process — wherever work flows, wherever people wait, wherever quality can slip. A kitchen preparing 40,000 airline meals a day has the same constraints as an automotive line. The waste is identical. The method is identical. The respect for the people doing the work is identical. That shift in perspective changed everything for me. It planted the seed for what eventually became VeSiMy — a platform built on the belief that lean thinking belongs in every industry, not just the ones with machines and production schedules. Healthcare. Legal. Real estate. Craft brewing. Food service. Anywhere a process produces something for a customer, the same principles apply. I would not have seen that so clearly without Nick's mentorship. Nick — I don't think I ever said this loudly enough, but you shaped how I think about operations, improvement, and the human side of process work. The questions you asked, the way you walked a floor, the way you connected waste to people's daily frustration rather than just to efficiency metrics — that stayed with me. VeSiMy carries that forward. Every time a user maps their first value stream, runs their first 5 Why, or realises that their process problem has a name and a method — a bit of what you taught me is in that moment. Thank you for being a mentor worth following. #Lean #LeanThinking #OperationalExcellence #LSGSkyChefs #Mentorship #ContinuousImprovement #VeSiMy #Gratitude #Leadership #ProcessImprovement

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Is Your “Extra Mile” Real — or Just Overtime? In many Latin American countries, it means working longer hours. In high-performance cultures, it means thinking ahead. The extra mile isn’t about time. It’s about ownership, efficiency, and strategy. Do you work harder — or smarter? #Leadership #Ownership #Execution

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Learning and leadership are at the center of our approach to manufacturing strategy and value creation. In this conversation with former VP of Manufacturing at P&G and SmarterChain's Chairman, Gustavo Lopez Ghory, we explore the role of trust, clarity, and perseverance in building high-performing teams. Leadership is not about controlling every decision, but about creating the right environment for people to lead, learn, and grow. When leaders provide consistency, celebrate collective wins, and embrace learning from mistakes, they unlock both individual and organizational potential. This is how manufacturing excellence is achieved and sustained. Here are six recommendations that stand out from the interview: 👉 Trust your people and give them the space to lead. 👉 Provide clarity and consistency so teams can anticipate expectations. 👉 Build close relationships to know where individuals need help or support. 👉 Strive for collective wins instead of individual recognition. 👉 Create an environment where learning, exploration, and even failure are celebrated. 👉 Practice inspirational perseverance to keep teams motivated in the face of adversity. Read the full article on manufacturing strategy and leadership (link in the comments.) #ManufacturingLeadership #SmartFactory #FactoryOfTheFuture ********************* SmarterChains is dedicated to fostering a value-first approach to Industry 4.0 transformations. Follow SmarterChains for more insights

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McCormick signed a $750 million agreement with Grupo Herdez to acquire an additional 25% ownership in McCormick de Mexico. According to a press release, the deal raises McCormick’s ownership to 75%, securing majority control. 📰 Learn more at: https://hubs.li/Q03F5q5C0 McCormick & Company #GrupoHerdez #McCormickMayonesa #HéctorHernándezPonsTorres #BrendanFoley

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Sharing the new episode of Decision Leaders, we’re at Episode 8. For the first time, we zoom in on Procurement & Supply, a vital function that rarely gets the spotlight. From years working with FMCG, I’ll say it bluntly: these teams are the quiet profit multipliers. When they work well, nobody notices; when they don’t, everybody does. In this episode, Javier Carnevali P., Director of Procurement & Supply at Grupo Herdez, breaks down how better procurement and supply decisions hit the P&L, fast. Watch the full interview. I’m sure you’ll take away plenty of ideas. #DecisionLeaders

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TEQUILA AT A CROSSROADS ????? After years of surging demand and hype, the global Tequila category is pausing. Not because people suddenly stopped liking it — but because supply, market shifts, and consumer behavior are all catching up with the hype. What’s going on Agave supply chains are under pressure: More fields planted means risk of oversupply, but that also pressures margins and quality. Demand is maturing. Tequila isn’t just a shot anymore — it’s a sipping spirit, a cocktail base, a lifestyle. But the novelty wave is stabilizing. The premiumization trap is real: When everyone chases “ultra-premium,” the middle ground erodes, and the consumer starts picking and choosing more deliberately. Why this matters for your brand If you’re a spirits, beer, or mixer brand, tequila’s challenge is not an isolated case — it’s a blueprint for everyone. Supply-chain fragility = vulnerability for any “it” category. At The Bar Book, we’re not waiting for the next category crisis to reposition. We’re building the toolset now so that brands, bars and drinkers are aligned in a world where flavor = access + occasion. My unsolicited -non-expert takeaway Tequila’s boom is cooling. That’s not a failure — it’s evolution. The winners won’t be the loudest marketers. They’ll be the most relevant. They’ll match drink to moment, with a community, a place, and a story behind it. If you’re building a brand, thinking about it, or just watching the waves — ask this: Is your drink ready for the moment? Or just ready for hype? #BeverageIndustry #Spirits #Tequila #FlavorMatching #BrandStrategy #TheBarBook #DrinkCulture #Innovation #SupplyChain

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𝐌𝐚𝐫𝐠𝐢𝐧 𝐥𝐢𝐯𝐞𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐟𝐢𝐧𝐞 𝐩𝐫𝐢𝐧𝐭. #TrajectoryOverTrackRecord #CommercialExcellence #LATAMLeadership Everyone talks about 𝐌𝐚𝐫𝐠𝐢𝐧, but few track the 𝐦𝐢𝐜𝐫𝐨-𝐥𝐞𝐚𝐤𝐬. When 𝐟𝐮𝐞𝐥 𝐚𝐧𝐝 𝐅𝐗 swing, the "small" things start compounding: refund velocity, promo stacking, SLA penalties, rush picks, rounding errors, and soft credits. During a LATAM deployment for a $500𝐌 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐮𝐧𝐢𝐭, we ran a 𝐦𝐢𝐜𝐫𝐨-𝐥𝐞𝐚𝐤 𝐚𝐮𝐝𝐢𝐭 and uncovered 14 𝐡𝐢𝐝𝐝𝐞𝐧 𝐜𝐨𝐬𝐭 𝐥𝐢𝐧𝐞𝐬 quietly draining 3–5% 𝐨𝐟 𝐌𝐚𝐫𝐠𝐢𝐧 𝐞𝐯𝐞𝐫𝐲 𝐰𝐞𝐞𝐤 with zero dashboard alarms. What the best operators do: ✅ 𝐀𝐮𝐝𝐢𝐭 𝐜𝐨𝐧𝐜𝐞𝐬𝐬𝐢𝐨𝐧𝐬 𝐰𝐞𝐞𝐤𝐥𝐲. Refunds, local exceptions, rush logistics, and manual discounts, nothing is too small to measure. ⚙️ 𝐅𝐥𝐚𝐠 𝐭𝐫𝐞𝐧𝐝𝐢𝐧𝐠 𝐝𝐫𝐚𝐠𝐬. Build simple rule-based alerts for FX pass-through, promo overlaps, or SLA penalties. 🧩 𝐂𝐥𝐨𝐬𝐞 𝐭𝐡𝐞 𝐥𝐨𝐨𝐩 𝐢𝐧 𝐆𝐓𝐌. Bring Finance, Sales Ops, and Field teams together for a 20-minute exceptions huddle fix the policy and the story the same week. 🧭 𝐌𝐚𝐫𝐠𝐢𝐧 𝐥𝐢𝐯𝐞𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐟𝐢𝐧𝐞 𝐩𝐫𝐢𝐧𝐭. When you treat it like a product, it starts compounding in your favor. 💬 Comment 𝐋𝐄𝐀𝐊𝐒 for the 𝐌𝐢𝐜𝐫𝐨-𝐋𝐞𝐚𝐤 𝐀𝐮𝐝𝐢𝐭 𝐂���𝐞𝐜𝐤𝐥𝐢𝐬𝐭, including examples and triggers we used to recover millions in hidden costs. #CommercialExcellence #RevOps #CostToServe #RevenueManagement #LATAMLeadership #GTMStrategy

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Supply chain professionals and business leaders recognize the need to adopt greater flexibility, collaboration, and resilience. However, the approach and process for implementing digital supply chain transformation remains a topic of consideration. MIT course provide a robust frame work for digital supply chain transformation.#MIT#Digital#Supplychain

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Every February, the floral supply chain faces its most rigorous test. With volumes surging and timelines tightening, there is no room for error. Delays shorten the shelf-life of perishable goods, making precision crucial. This period exemplifies the demands of managing large-scale supply chains. It requires orchestrating capacity across various modes, managing real-time risks, and executing thousands of time-sensitive handoffs with meticulous accuracy. Our team handles about one in every four fresh floral units during peak season, showcasing the same end-to-end orchestration that we bring to customers managing perishable and other complex supply chains throughout the year.

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Short but powerful: companies that focus relentlessly on the consumer — and consistently exceed expectations — are the ones that stand out and endure.

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Just now, I was teaching a class on Supply Chain Synchronization, IBP–S&OP, and S&OE for executives at Grupo Boticário, a major Brazilian company. I shared a short video from Fred Kofman, and it immediately sparked deep interest and reflection. It always does — because it touches one of the core obstacles to systemic improvement: the incentive system. Fred explains that in nonlinear systems, optimizing the whole may require sub-optimizing some parts. But more importantly, we can’t even define what “better” means if we don’t understand the purpose of the system — its value proposition. What is this system trying to achieve? For whom? Until everyone is aligned around that answer, local decisions will often pull in opposite directions. This is why initiatives like IBP and Supply Chain transformation fail when they don’t address the underlying logic — the misalignment between goals, metrics, and meaning. A great video. A powerful discussion. And a necessary shift in how we think about performance. #IBP #SupplyChain #TOC #goldratt #SystemThinking #Leadership #FredKofman #Incentives #ValueProposition #OrganizationalAlignment

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Chinese suppliers are circumventing US tariffs via Mexico and Canada. Methods such as transshipment, supply chain incorporation, and FDI are all being used to get Chinese goods into the country without the extra burden of tariffs. Although many of these pathways are legal, this is a powerful reminder that US brands need full visibility over their supply chains if they want to minimize the risks that come with these goods. #PrinovaGlobal

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Semco did something most CEOs would never dare to do.  It made the CEO optional.   @iinc @sundariyer #Leadership #FutureOfWork #CXO  Ricardo Semler inherited a traditional Brazilian manufacturing company in his early 20s.  Hierarchy.   Policies.   Control.  Instead of tightening the structure, he dismantled it.  No rigid org chart.   No fixed working hours.   No forced dress codes.  Employees saw the company’s financials.  Revenue.   Margins.   Costs.  If you want people to think like owners,   you give them owner-level information.  Managers were evaluated by their teams.  If they scored poorly, they were replaced.  Employees proposed their own salaries, backed by transparent data.  On paper, it sounds chaotic.  In reality, it created accountability through visibility.  Semco grew.  Not through tighter control.  But through decentralisation and trust.  Semler often said his real job was simple.  To build a company that did not need him to run it.  That line should make every CXO uncomfortable.  Because most organisations are still designed around managerial comfort.  Layers of approvals.   Meetings to protect hierarchy.   Information guarded instead of shared.  At i inc, when we work with leadership teams, we often ask one question.  If you stepped away for six months,  would your system strengthen,  or stall?  True scale is not about authority.  It is about architecture.  Semco was not just a company.  It was proof that trust, when structured properly, can outperform control.  The real question for today’s leaders is this.  Are you building an organisation that depends on you,  or one that evolves beyond you?  #Sundariyer #iinc #callme #DMSundariyer #OrganisationalDesign #WorkplaceDemocracy #BusinessLeadership #ScalingBusinesses

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3 preconditions to reshoring | A clip from my Substack post, General Motors challenging the Supply Chain Dogma. Watch it here: https://lnkd.in/dmXGxX39

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