Snackquake: PepsiCo’s 20% SKU chop signals a value reset in American snacking

Key takeaways:

• PepsiCo will cut nearly 20% of its US snack and soda lineup and lower prices as part of a major reset driven by Elliott Investment Management.
• The company’s shift toward simpler ingredients and value-focused pricing aims to revive volumes in a market where shoppers have become more cost-conscious.
• PepsiCo’s broader restructuring – including plant closures and a supply-chain review – signals deeper operational changes that could reshape the competitive landscape for snacks.

PepsiCo’s shaking up its snack shelves in a way it hasn’t done for years, confirming that nearly a fifth of its US snack and soda lineup will be phased out early next year. That figure alone would’ve been newsworthy, but the Purchase, New York-based company’s also planning to dial back prices on some of its biggest brands. It all stems from several months of pressure from Elliott Investment Management, which bought a roughly $4 billion stake and began pushing for a cleaner, more focused business.

The cuts are real, though the specifics aren’t. PepsiCo hasn’t listed which products are going and people inside the sector aren’t pretending to know. What’s clear is the scale: this isn’t the usual seasonal tidy-up or a few stragglers vanishing from the warehouse lists. It’s one of the most extensive trims Frito-Lay’s made, at least in recent memory, and it lands in a market where households have been second-guessing the price of everyday snacks.

Some of the shift was already in motion. PepsiCo’s been rolling out snacks with simpler ingredient lists, removing synthetic dyes from lines like Cheetos and Doritos, and positioning new items such as Doritos Protein as ‘functional’. Those products appeared before this agreement with Elliott, but the company’s now openly tying its cleaner label push to the broader reset. Whether that’s because of consumer trends or because PepsiCo wants to simplify operations is something it hasn’t spelled out.

What PepsiCo has said is that it needs to make its snacks feel affordable again. Volume softness has been evident in multiple quarterly updates, especially across North America. The company’s described early pilots with retailers where lower prices helped nudge sales upward and it’s betting the same thing will happen across the country once the cuts and pricing resets roll through the supply chain.

A company rewriting parts of itself

This isn’t happening in isolation. The SKU reduction is part of a broader internal shake-up that PepsiCo’s begun socializing to employees. The company’s confirmed that some corporate teams have been asked to work remotely while leadership reviews parts of the organization. It’s also shutting or consolidating a handful of plants, something it’s attributed to changing business needs.

There’s also a review underway of its North American supply chain. PepsiCo hasn’t described the scope of the review or what kinds of changes might emerge from it. Elliott had previously encouraged the company to take a hard look at its bottling structure, though PepsiCo CEO Ramon Laguarta’s made it clear that a full refranchising isn’t on the table at the moment. All that means is that the company’s taking a closer look at how product moves through the system.

On the financial side, PepsiCo’s taking a cautious tone. It’s guiding for 2%-4% organic revenue growth next year, which isn’t meant to dazzle; it’s meant to signal stability during a transition. The company knows it’ll take a few quarters for the effects of fewer SKUs, cheaper price points and operational clean-up to filter through. Investors will be watching margins closely, since cutting prices usually bites before efficiencies show up.

The leadership team’s also shifting. PepsiCo brought in Steve Schmitt, formerly of Walmart, as its new CFO. The move wasn’t framed as a reaction to Elliott, but the hire aligns with the cost and supply-chain lens PepsiCo’s using right now. It’s also reassessing parts of its board, looking for experience tied to global growth and operational turnarounds.

What happens in the snack aisle now

The confirmed facts are the SKU cuts, lower prices and product reformulations. The wider effects are harder to pin down. Retailers haven’t said how they’re responding to the upcoming changes, though historically, when a category leader adjusts pricing, others eventually take notice. Some buyers may lean into private label to fill gaps left by discontinued PepsiCo items, but that’s speculation at this point, not a signal from grocers.

Innovation’s another question mark. PepsiCo insists it’s accelerating launches tied to simpler and more functional ingredients, but it hasn’t said whether that’ll change the flow of seasonal flavors or limited edition runs. Historically, Frito-Lay’s relied on both core products and quirky limited lines to keep attention high, so how the new strategy interacts with that pipeline is something to watch.

Consumers are the trickiest factor. Even though inflation has started to ease, behavior hasn’t fully snapped back. People are still being selective about what lands in their carts. PepsiCo believes restoring value will encourage shoppers to return to its brands more frequently. Whether that shift happens quickly, slowly or not at all remains the biggest unknown.

The company’s cuts may also open the door for competitors, especially those already leaning heavily into value lines or private label partnerships. But again, that’s an open question until shelves reflect the new assortment.

Investors stay close to the action

Elliott Investment Management isn’t treating this as a one-and-done engagement. The PE firm and PepsiCo released a joint statement saying they’ll continue working together, which suggests the oversight won’t fade anytime soon. Elliott’s been generally supportive of PepsiCo’s actions so far, describing the company’s pace as ‘urgent’, but the investor’s broader record shows it likes to monitor progress until targets are met.

PepsiCo’s said the savings from the SKU reduction, plant closures and other efficiencies will support lower prices and heavier marketing. It hasn’t attached numbers to that plan yet and likely won’t until early 2026 when the first phase of cuts is complete. For now, the company’s focused on regaining competitiveness in a snack market that’s become more price-conscious and more crowded.

Margins will tell much of the story. Lowering prices hits fast, while operational improvements arrive gradually. PepsiCo’s aware of that timing mismatch, though it’s framing the reset as essential to long-term performance rather than a quarter-to-quarter bet. The company’s also hoping that simpler assortments will reduce supply-chain congestion and speed up production cycles, though that’ll take time to measure.

For now, the snack giant’s recalibrating its approach to a category it’s dominated for decades. Whether the changes lead to stronger results or prompt further restructuring won’t be clear until the new lineup and pricing settle into the market.