Value Creation: Supply Chain - Managing Director

Job description

Role Summary: Owns end-to-end supply chain transformation engagements — S&OP, network design, strategic sourcing, and inventory/working capital optimization — for PE sponsors and portfolio companies. This role anchors CFGI's supply chain pillar and requires someone who has run large, cross-functional transformation programs, not just delivered point diagnostics. Key Responsibilities: Lead S&OP redesign engagements: demand planning, supply planning, integrated business planning cadence. Drive strategic sourcing initiatives: should-cost modeling, supplier consolidation, category strategy, tariff mitigation and onshoring economics. Design supply chain network optimization: footprint analysis, distribution/logistics cost-to-serve modeling. Lead working capital and inventory optimization workstreams tied directly to cash and EBITDA outcomes. Build CFGI's supply chain methodology and delivery collateral (case studies, diagnostic frameworks, maturity models). Support due diligence with supply chain risk assessments and 100-day value creation plans for new platform investments. Engage directly with PE sponsor operating partners and portfolio company COOs/CSCOs to help sell margin expansion engagements. Required Experience: 10-15+ years in supply chain consulting or operating roles, with PRTM/PwC Supply Chain (or equivalent) pedigree. Track record leading large-scale, multi-workstream supply chain transformations (not single-function projects). Deep technical grounding in S&OP, strategic sourcing, and manufacturing and warehouse network design — able to go deep in at least two of the three. PE-backed company experience strongly preferred, ideally across CPG, industrials, or consumer sectors. AI fluency and ability to use LLM’s and other AI tools to solve supply chain problems. Six Sigma / Lean credentials a plus but not required. What Good Looks Like: Has personally led a supply chain transformation with a documented 300bps+ margin or working capital improvement. Can flex across sourcing, planning, and network topics depending on client need — a generalist with real depth. Credible in front of a CFO or Operating Partner discussing tariff and onshoring economics as a strategic issue. Role Summary: Owns end-to-end supply chain transformation engagements — S&OP, network design, strategic sourcing, and inventory/working capital optimization — for PE sponsors and portfolio companies. This role anchors CFGI's supply chain pillar and requires someone who has run large, cross-functional transformation programs, not just delivered point diagnostics. Key Responsibilities: Lead S&OP redesign engagements: demand planning, supply planning, integrated business planning cadence. Drive strategic sourcing initiatives: should-cost modeling, supplier consolidation, category strategy, tariff mitigation and onshoring economics. Design supply chain network optimization: footprint analysis, distribution/logistics cost-to-serve modeling. Lead working capital and inventory optimization workstreams tied directly to cash and EBITDA outcomes. Build CFGI's supply chain methodology and delivery collateral (case studies, diagnostic frameworks, maturity models). Support due diligence with supply chain risk assessments and 100-day value creation plans for new platform investments. Engage directly with PE sponsor operating partners and portfolio company COOs/CSCOs to help sell margin expansion engagements. Required Experience: 10-15+ years in supply chain consulting or operating roles, with PRTM/PwC Supply Chain (or equivalent) pedigree. Track record leading large-scale, multi-workstream supply chain transformations (not single-function projects). Deep technical grounding in S&OP, strategic sourcing, and manufacturing and warehouse network design — able to go deep in at least two of the three. PE-backed company experience strongly preferred, ideally across CPG, industrials, or consumer sectors. AI fluency and ability to use LLM’s and other AI tools to solve supply chain problems. Six Sigma / Lean credentials a plus but not required. What Good Looks Like: Has personally led a supply chain transformation with a documented 300bps+ margin or working capital improvement. Can flex across sourcing, planning, and network topics depending on client need — a generalist with real depth. Credible in front of a CFO or Operating Partner discussing tariff and onshoring economics as a strategic issue.