About the role
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.
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