End-to-End Supply Chain Managing Director

Role overview

This senior leadership role is focused on end-to-end supply chain transformation for private equity sponsors and their portfolio companies. The leader will own engagements spanning sales and operations planning, network design, strategic sourcing, and inventory / working capital improvement. It is intended for someone who has previously led broad, cross-functional transformation programs rather than narrow diagnostic assignments.

Core responsibilities

• Direct S&OP redesign efforts, including demand planning, supply planning, and the operating cadence for integrated business planning.
• Run strategic sourcing programs covering should-cost analysis, supplier rationalization, category strategy, tariff response, and the economics of reshoring or onshoring.
• Shape supply chain network optimization work, such as footprint evaluations and cost-to-serve modeling across distribution and logistics.
• Lead initiatives that improve working capital and inventory performance, with a direct link to cash generation and EBITDA impact.
• Develop CFGI’s supply chain playbook, including case materials, diagnostic tools, and maturity assessment frameworks.
• Contribute to due diligence by assessing supply chain risks and helping build 100-day value creation plans for new investments.
• Work with PE operating partners and portfolio company COOs / CSCOs to help position and sell margin expansion opportunities.

Experience and qualifications

• Typically 10 to 15+ years of experience in supply chain consulting or operating leadership, ideally with a background similar to PRTM, PwC Supply Chain, or a comparable firm.
• Demonstrated history of leading large, multi-workstream transformation programs across supply chain functions.
• Strong technical expertise in S&OP, strategic sourcing, and manufacturing or warehouse network design, with the ability to go deep in at least two of these areas.
• Experience with PE-backed businesses is highly preferred, particularly in consumer packaged goods, industrial, or consumer markets.
• Comfort using AI tools, including LLMs, to solve supply chain challenges.
• Six Sigma or Lean credentials are considered advantageous but are not mandatory.

What success looks like

• Prior direct leadership of a supply chain transformation that delivered at least 300 basis points of margin improvement or working capital benefit.
• Ability to move between sourcing, planning, and network topics based on client needs while retaining real subject-matter depth.
• Credibility when speaking with CFOs or operating partners about tariff strategy and onshoring economics as business issues.

Additional information

Artificial intelligence tools may be used during parts of the hiring process, including resume review, application analysis, response assessment, and checks for inconsistencies or verification signals using the information provided. These tools support the recruiting team and do not replace human judgment. Final hiring decisions are made by people. If you need more details about data handling, you may contact the company directly.