Q&A with Frito-Lay’s Group Manager Supplier Diversity Jean Lacefield

MBN:When did Frito-Lay form its supplier diversity program?

JL: Frito-Lay Inc. formed its supplier diversity program in 1983 when our senior leadership executed their vision of improving the economic wealth of the ethnic business community. For almost a quarter of a century,we remain committed to inspiring well being in our suppliers and the communities we serve.

MBN: What was Frito-Lay’s supplier diversity spend in 2006 and/or 2007?

JL: Frito-Lay Inc. has experienced continued growth with minority- and women-owned businesses for both 2006 and 2007 with growth of 8 and 10 percent respectively. Our total diversity spending for PepsiCo has reached $1.1 billion and Frito-Lay ended 2007 with diversity spending near $400 million.

MBN: How long have you been in the supplier diversity arena?

JL: In some respects, I have been involved in supporting small diverse businesses in my community my entire life as I grew up in the small town of Hot Springs, Ark.My grandparents and family were community servants and instilled those principles in me. Officially, in 1979, I volunteered to assist John Robinson, President and CEO of the National Minority Business Council in NewYork to develop its first minority business directory. From that day, I have supported the growth of economic wealth in ethnic communities and all later subsequent work history. Upon joining Frito-Lay, I became a member of the Minority Business Task Force and later became mana-ger of supplier diversity for Frito-Lay and PepsiCo in 2002. I was recently promoted to group manager of Supplier Diversity supporting Frito-Lay and all PepsiCo divisions.

MBN: How has supplier diversity changed since you first entered the arena?

JL: From 1979, when volunteering with John Robinson in NewYork to now, the industry of minority business development has seen tremendous growth in the availability of advocacy programs and corporate spending. Diverse companies have had the opportunity to grow with its corporate clients and to provide unprecedented innovation and growth for their respective communities and growth with their clients. Also,access to capital was very difficult to nonexistent,whereas today there are numerous venture capital avenues in which to acquire capital from private and nonprofit entities that provide support to diverse businesses.This has been a key factor and has benefited the minority business community.

MBN: How important is supplier diversity for business in America and globally?

JL: As consumer demographics continue to become more diverse, the philosophy around supplier diversity becomes a major factor in the growth of most consumer product companies especially since the economic landscape as well tends to be more diverse.

MBN: In your opinion, what does supplier diversity look like in 2015?

JL: It would be my hope that in 2015 supplier diversity will not be a separate entity but be embedded into the operational model of every company. Supplier diversity will be seamless in the procurement organization and will be a part of every buyer’s responsibility with financial managers tracking metrics according to the particular organizations. No longer would we need a supplier diversity manager. I am advocating the mainstreaming of supplier diversity where the function becomes a part of the everyday process for corporations.And I think we are well on our way.

MBN: What does a day in the life of Jean Lacefield look like at Frito-Lay?

JL: There is not one day that’s the same. My days are filled with how many ways I can serve internal customers and stakeholders. The stakeholders include senior management, middle management and industry buyers. In servicing my customers, I find that I have a very diverse day in terms of not having one day be the same; and a very challenging day in a positive way in helping build supplier diversity as an industry as well as creating strategies to grow diverse suppliers.