Executive Spotlight: Carl Mount, Chief Supply Chain Officer - Jack in the Box, Inc.

SCS:  Let’s start with how you got to here. Can you give a brief synopsis of your career journey?

Carl Mount: Sure. I started my career in food and beverage right out of college. The first half of my career was spent on the food and beverage manufacturing side, specifically in consumer products manufacturing. I worked for ten years at Pepsi, focusing on beverage manufacturing and distribution, so I was a supplier to the food service industry at that time. Then I spent another six years with Coca-Cola, mostly in international roles, supplying not only grocery store chains but also the food and beverage sector.

In the early 2000s, I made my first move to the foodservice side, starting in the coffee industry with a small company called Diedrich Coffee, which no longer exists. After that, I spent some time consulting, and after a brief stint as CEO of a small coffee company, I took a role at Yum! Brands. That was my first major foodservice opportunity, focusing on international operations. Then I moved on to Starbucks, Zaxby’s, and now Jack in the Box.

I've spent my entire career in food and beverage, with a bit of time in consulting, but food and beverage has been my mainstay since I graduated from college.

SCS: From your perspective as an executive, how have things in supply chain evolved over the years? Is there anything that really stands out to you?

Carl Mount: A few big changes come to mind. One major shift, which started even before the pandemic, is the role of supply chain in understanding demand, demand planning, and forecasting. Early in my career, this was mostly left to marketing or finance, but now supply chain has become much more involved in that process. It's not just about supply and replenishment planning anymore; it's about understanding consumer behavior and what you need to manage effectively. The volatility during the pandemic made this even more critical.

Another significant shift is the emphasis on resiliency. Early in my career, we assumed that having multiple suppliers was a good contingency plan. But now, resiliency means much more than just having backup suppliers. It involves understanding your capacity to scale up or down with existing suppliers and looking further upstream in the supply chain—two or three layers back—to ensure sustainability, traceability, and where raw materials are coming from. This deeper look into the supply chain has become increasingly important over the last decade and will continue to grow as we face more regulatory changes in the future.

SCS: Well past the pandemic, we’re still operating in a world of constant supply chain disruption.  What are your thoughts on fundamental shifts in SCM and what are the lasting changes you see?

Carl Mount: Yes, COVID was certainly the biggest disruption all at once. But even during that period, it wasn’t just about the virus itself. We also faced labor shortages, wage inflation when volumes came back in 2021 and 2022, and a shift in supplier mentality. During COVID, some suppliers adopted the mindset of, "Just be happy you're getting supply, don’t worry too much about quality." But that’s unacceptable. Quality must remain a non-negotiable standard, not just in terms of food safety but overall product quality. We’re still dealing with the aftermath of that mindset today, four years after the peak of COVID, with a bit of a shift in who holds the power—suppliers or customers.

Another key change is related to resilience. Before COVID, supply chain was primarily focused on cost containment—getting the cost of goods as low as possible. COVID taught us the importance of balancing cost with supply assurance and service. Price is still important, but it might not always be the top priority because you can’t sell products if you don’t have them available. That’s something we’ve learned to prioritize.

Now, when I talk with my category leaders, we always discuss a balanced approach. It’s about considering not just the cost, but also the service, quality, and sustainability aspects to ensure we’re evaluating everything properly for a solid return on investment.

SCS: Artificial intelligence has really come into daily use over the last 12 to 18 months. What are your thoughts on its potential benefits and risks, particularly in the context of supply chain?

Carl Mount: I was just at a supply chain conference last week at my alma mater, USC, and AI was one of the biggest themes. As a senior leader with over 40 years in the supply chain industry, I’m still trying to wrap my head around what AI really is and how it can help us. People talk about AI a lot, but it’s such a broad term. What I’m trying to figure out is: what problem are we trying to solve with AI?

One thing I’m confident about is that AI, whether it’s through machine learning, AI algorithms, tools like ChatGPT, or cognitive learning, will take some of the tactical tasks off our plates. Things like data mining, contract management, demand planning, and supply planning—these can all be streamlined with AI. The real promise is that AI will give us back time, allowing supply chain professionals to focus more on strategic thinking instead of spending so much time on repetitive tasks.

I don’t believe AI will necessarily reduce the number of people in supply chain roles, but it will help those people, including myself, shift from tactical work to more strategic activities. Tasks that used to consume time, like reporting and data mining, can now be automated, allowing us to use that time to focus on insights and strategy.

Another thing I’m thinking about is whether to build AI tools internally or rely on external vendors who already have AI capabilities built into their software. It’s the classic "build vs. buy" dilemma that we’ve been discussing for years.

Finally, I think foodservice, as an industry, has often been slow to adopt new technology. When I transitioned from CPG to foodservice, I noticed that foodservice isn’t typically a first mover. So, as an industry, we need to look at what we can learn from large CPG companies, other retailers, and businesses that are ahead of us in AI adoption to speed up our own use of these tools.

SCS:  My final question relates to young professionals and students considering a career in supply chain. Beyond practical experience, what advice can you offer to young professionals on how they can grow and stand out in their careers?

Carl Mount: For nearly the past decade, I’ve been involved with the supply chain department boards at my alma mater, USC, and Arizona State University (ASU). I got involved because I’m at a stage in my career where giving back to the next generation of supply chain leaders is a priority. I meet with students two or three times a year at summits and events like ASU’s Women in Supply Chain forum, which focuses on leadership development for women in the field.

The first piece of advice I always give, whether someone is early in their career or still in school, is to seek mentorship. I act as a mentor, and many professionals around campuses or at networking events and conferences like the Supply Chain Expert Exchange do the same. I’ve mentored several people I met at the conference through casual conversations over a meal or drink, followed by staying in touch via LinkedIn or email. Some of those mentees have gone on to have successful careers in senior roles at various companies. It’s a big industry, but it’s also a small world—people move around a lot.

When I advise young professionals on mentorship, I recommend having two types of mentors: a functional mentor who can guide you in your field (but not your boss), and a leadership mentor, possibly from a different industry, who can help you grow as a leader. These two perspectives are crucial for broadening your understanding beyond your current role and industry.

Another important point for students and those early in their careers is that career paths today aren’t linear. Don’t be afraid to explore different areas within supply chain—distribution, logistics, procurement, sourcing, and even quality control. If you get the chance, step outside of supply chain and spend time in operations. Learn about the business from multiple angles. Supply chain is an enabling function that often represents 25 to 30% of the P&L, but to do it well, you need to understand the broader business you’re supporting. Get out into the stores, interact with customers, and learn from those working in customer insights.

Lastly, don’t be afraid to take risks. Supply chain professionals tend to be conservative, but it’s important to step outside your comfort zone. For me, one of those risks was moving internationally with Coca-Cola and spending five years in Turkey. I also took on a general management role as CEO of a small company, which didn’t work out, but it was a great learning experience. Later, I spent time consulting in supply chain strategy, which gave me exposure to different industries and broadened my perspective.

Whether you’re on a college campus or early in your career, make the most of opportunities to network and build relationships. Conferences the Supply Chain Expert Exchange hosts twice a year are excellent for that. In this industry, knowing someone in supply chain at most major restaurant concepts is a huge plus, and these connections can be invaluable as you move forward in your career.