Insights from logistics leader Arnel Gamboa on transformation, resilience, and modern distribution
Arnel Gamboa serves as Vice President of Logistics at ACE Hardware Philippines, bringing more than 26 years of multi-industry experience across FMCG, retail, cold chain, agribusiness, and distribution. Known for leading nationwide networks, driving digital modernization, and building strong supply chain teams, he has become one of the region’s most respected logistics leaders. His career blends operational excellence, systems transformation, and a deep passion for elevating the Philippine supply chain.
How did you move into your current role?
I transitioned into my current role through a mix of operational experience, leadership exposure, and transformation achievements across several industries. My work in modernizing WMS platforms, leading nationwide distribution networks, and driving cost-efficient, customer-focused operations positioned me well for ACE Hardware’s needs. The company needed a leader capable of scaling operations, transitioning major DCs, and designing a long-term supply chain roadmap. The opportunity aligned with my passion for innovation, people development, and advancing Philippine supply chains.
A short overview of your background and career.
I have over 26 years of end-to-end supply chain experience across FMCG, retail, cold chain, agribusiness, 3PL/4PL, and distribution. My leadership roles in Swiftfoods, Benby Enterprises, National Book Store, and ACE Hardware allowed me to deliver major transformation projects and operational improvements. I am a Chartered Fellow of both CIPS and CILT, a Six Sigma Master Black Belt, and an active mentor in the ASEAN supply chain community. My background blends technical depth, organizational leadership, and advisory work.
What is your current role and your main responsibilities?
I oversee nationwide warehouse operations, distribution, inbound logistics, transport management, project management, returns management, and non-trade procurement. I lead the strategic planning and execution of ACE’s supply chain roadmap to ensure operational excellence, cost efficiency, and service reliability across hundreds of stores. My work spans inventory accuracy, WMS and digital capability improvements, supplier partnerships, regulatory compliance, and continuous process improvements to strengthen resilience and customer satisfaction.
What does a typical workday look like for you?
My day starts with reviewing dashboards such as DIFOT, replenishment lead times, DC performance, and order fulfillment. I connect with warehouse, transport, and planning teams to assess priorities, resolve bottlenecks, and manage service risks. The rest of the day includes strategic planning, supplier and 3PL meetings, system enhancement reviews, and cross-functional alignment. I also spend time mentoring leaders, strengthening governance routines, and monitoring transformation projects.
Any morning routine you follow?
My routine focuses on clarity and momentum. I begin by responding to emails, reviewing key operational metrics, and checking overnight service updates. I then set my top priorities before joining alignment huddles with the logistics leadership team. Personally, I take a few minutes for grounding, reflection, or a short walk to maintain calmness and energy for the day.
What lessons did you take from the pandemic?
The pandemic reinforced the importance of agility, resilience, and collaboration. It highlighted the need for real-time visibility, scenario planning, and diversified logistics networks. People leadership became critical ensuring empathy, safety, and support during high-pressure conditions. It proved that technology, digital tools, and strong supplier relationships are essential for continuity. Most importantly, it emphasized that empowered teams and adaptable systems drive long-term success.
What positive changes came out of it?
It accelerated digital transformation, improved cross-functional collaboration, and increased recognition for frontline logistics teams. It fast-tracked omnichannel readiness, strengthened WMS and inventory visibility, and encouraged organizations to redesign networks for resilience rather than cost alone. Remote coordination improved communication discipline and elevated partnerships with suppliers and 3PLs.
What are the biggest challenges in your current role?
Major challenges include balancing cost efficiency with rising service expectations, managing nationwide distribution complexity, and ensuring accurate replenishment for hundreds of stores. Unpredictable demand, capacity constraints, and the need for digital upgrades add pressure. Strengthening supplier collaboration, optimizing 3PL performance, and navigating regulatory requirements require continuous focus. Talent development and upskilling also remain essential in an increasingly digital logistics landscape.
How do you address them?
We address challenges through technology, process discipline, and strong partnerships. We leverage Blue Yonder JDA-WMS, KPI dashboards, and network modeling. We standardize processes, strengthen supplier scorecards, and reinforce governance routines across DCs and 3PLs. Capacity planning, regional hub development, and continuous improvement initiatives help resolve bottlenecks. I also invest heavily in talent development and problem-solving culture. These pillars help convert challenges into resilience and operational advantage.
Which tools or technologies excite you right now?
I’m excited about predictive analytics, advanced WMS optimization, robotic process automation, and data-driven dashboards. Our migration to JDA-WMS enables better automation and real-time visibility. We’re exploring enhanced mobility tools, upgraded scanning technologies, and potential TMS integrations. Analytics and scenario modeling strengthen forecasting, planning, and replenishment. With ACE’s growing omnichannel footprint, we are testing solutions for faster B2B, B2C, and e-commerce fulfillment.
How do you integrate sustainability or ethical practices?
We focus on route optimization, reducing empty miles, and improving load efficiency to cut fuel consumption. Regional hubs shorten delivery distances, and improved planning reduces wasteful movements. In warehouses, we pursue energy-efficient layouts, reduced scrap, and optimized handling. Supplier discussions include packaging improvement and compliance standards. Ethical practices are embedded through transparent procurement, fair supplier treatment, and strong governance frameworks.
How do you stay informed about new trends and technologies?
I stay informed through active involvement with CIPS, CILT, SCMAP, and other organizations. I participate in conferences, leadership programs, and research-driven forums. I also learn from technology partners, academic institutions, and consulting firms. Vendor discussions and industry networking help me stay ahead of emerging trends in automation, sustainability, and digital transformation.
Which skills matter most for supply chain leaders today?
Strategic thinking, analytical strength, leadership agility, and digital literacy are essential. Leaders must understand end-to-end supply chain dynamics and be able to drive transformation. Soft skills, including communication, collaboration, and people development, matter greatly. Resilience, adaptability, and integrity help leaders navigate volatile environments. Sustainability and ethical judgment are also becoming central skills.
How do you develop them?
I develop these skills through a mix of real-world challenges, continuous learning, and mentorship. Large-scale transformations and crisis situations sharpen execution and decision-making. Certifications and executive education deepen technical and strategic skills. Peer learning, councils, and cross-functional projects broaden perspective. Coaching teams strengthens communication and leadership capacity.
Which trends will most impact the profession in the coming years?
Digital transformation, predictive analytics, warehouse automation, sustainable logistics, and omnichannel fulfillment will dominate. Supply chains will become more integrated, data-driven, and visibility-focused. AI, robotics, and digital twins will enhance forecasting and scenario planning. Regulatory pressures will increase sustainability requirements. E-commerce growth will reshape distribution models, pushing networks to be faster, agile, and customer-centric.
What advice would you share with someone starting a career in supply chain?
Start by mastering the fundamentals inventory, forecasting, logistics flows, and procurement. Stay curious and embrace the complexity of supply chains. Build analytical and digital skills early. Seek mentors and join professional communities like CIPS, CILT, PISM, or SCMAP. Develop resilience, communication abilities, and a service mindset. Above all, stay adaptable. The industry evolves quickly, and those who grow with it will lead it.
Arnel Gamboa
Vice President – Logistics
LinkedIn: https://www.linkedin.com/in/arnel-gamboa-fcips-fcilt-faapm-dm-c-mphil-msc-cmc%C2%AE-mpm%C2%AE-mcips-cs-cssmbb%E2%84%A2-aprm%E2%84%A2-smac%E2%84%A2-45767316/
Chain.NET profile: https://www.chain.net/u/0f6d9aca
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