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

WE: 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 improvingthe economic wealth of the ethnic business community. Foralmost a quarter of a century,we remain committed to inspiringwell being in our suppliers and the communities we serve.

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

JL: Frito-Lay, Inc. has experienced continued growth withminority- and women-owned businesses for both 2006 and2007 with growth eight and 10 percent respectively. Our totaldiversity spending for PepsiCo has reached $1.1 billion andFrito-Lay ended 2007 with diversity spending near $400 million.

WE: How long have you been in the supplierdiversity arena?

JL: In some respects, I have been involved in supportingsmall diverse businesses in my community my entire life as Igrew up in a small town of Hot Springs, Ark. My grandparentsand family were community servants and instilled thoseprinciples in me. Officially, in 1979, I volunteered to assistJohn Robinson, National Minority Business Council in NewYork to develop its first minority business directory.From that day, I have supported the growth of economicwealth in ethnic communities and all later subsequent workhistory. Upon joining Frito-Lay, I became a member of theMinority Business Task force and later became manager ofsupplier diversity for Frito-lay and PepsiCo in 2002. I wasrecently promoted to group manager of supplier diversitysupporting Frito-Lay and all PepsiCo divisions.

WE: How has supplier diversity changed since you firstentered the arena?

JL: From 1979, when volunteering with John Robinson inNew York to now, the industry of minority business developmenthas seen tremendous growth in availability of advocacyprograms and corporate spending. Diverse companieshave had the opportunity to grow with its corporate clientsand provide unprecedented innovation and growth for theirrespective communities and growth with their clients.Also, access to capital was very difficult to nonexistent,whereastoday there are numerous venture capital avenues in which toacquire capital from private and nonprofit entities that providesupport to diverse businesses.This has been a key factor and hasbenefited the minority business community.

WE: How important is supplier diversity for business inAmerica and globally?

JL: As consumer demographics continue to become morediverse the philosophy around supplier diversity becomes amajor factor in the growth of most consumer product companiesespecially since the economic landscape as welltends to be more diverse.

WE: In your opinion, what does supplier diversity looklike in 2015?

JL: It would be my hope that in 2015 supplier diversity willnot be a separate entity but be embedded into the operationalmodel of every company. Supplier diversity will beseamless in the procurement organization and will be a partof every buyer’s responsibility with financial managers trackingmetric according to the particular organizations. Nolonger would we need a supplier diversity manager. I amadvocating the mainstreaming of supplier diversity wherethe function becomes a part of the everyday process for corporations.And I think we are well on our way.

WE: What does a day in the life of Jean Lacefield looklike at Frito-Lay?

JL: There is not one day that’s the same. My days are filledwith how many ways I can serve internal customers andstakeholders. 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 nothaving one day be the same; and a very challenging day in apositive way in helping build supplier diversity as an industryas well as creating strategies to grow diverse suppliers.