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Arnold Kogan is a core member of the Consumer and Operations practices at Boston Consulting Group. He is also the global lead for manufacturing and supply chain diagnostics and benchmarking. Arnold has extensive experience helping companies across center store categories (such as snacks and toys) and perimeter store categories (such as cheese and meat) transform their end-to-end supply chains to enable channel growth, increase EBITDA, and manage working capital.

Arnold is an expert in complexity management, supply chain planning, manufacturing and distribution strategy, global category sourcing, and digital capability building.

Prior to joining BCG, Arnold was with Deloitte Consulting and Texas Instruments, where he worked in a variety of operations and finance leadership roles around the globe.

AREAS OF EXPERTISE

EDUCATION

  • MBA, University of Michigan
  • BS, accountancy and supply chain management, Arizona State University

Publications and Videos

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Amplify Your Warehouse Automation ROI

Understanding every warehouse archetype, developing critical use cases, and improving existing ROI before the work begins are key to warehouse automation success.
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For CPG Companies, Necessity Is the Mother of Reinvention

Empty store aisles and widespread stockouts belie the success that many CPG companies are experiencing during the pandemic. Building new capabilities and developing supply chain resilience are key.
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How CPG Companies Can Conquer the E-Commerce Supply Chain

The dizzying growth in e-commerce has wreaked havoc on CPG supply chains. Here’s how companies can tackle channel proliferation and meet customers’ rising expectations. 
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The New Reality for Chief Supply Chain Officers

As CSCOs shift into a second phase of their COVID-19 response, five key actions will help them prepare for recovery.
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Creating an Integrated Supply Chain in Retail Grocery

As demand for fresher products puts pressure on both grocery retailers and their CPG suppliers, improved collaboration can unlock improvements for all involved.
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Reinventing the CPG Supply Chain with Zero-Based Budgeting

Incremental reductions won’t cut it in today’s business environment. CPG companies must fundamentally change the way they manage their supply chain costs.
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Under Pressure, CPG Companies Look to Digital

Improving demand forecasting, deploying the right inventory, and optimizing costs require game-changing approaches—the kind that only digital can deliver.