End-to-End Supply Chain - Managing Director

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.