Supply Chain Manager (4988)

The Manager of Supply Chain owns the day-to-day flow of material and information from supplier to customer dock, leading demand planning, supply and production planning, inventory, procurement, and logistics across both plants. This role runs the Sales & Operations Planning process that ties those functions together and connects them to the commercial and financial plans.

This is a hands-on builder's role. The company has doubled repeatedly, a second plant is still ramping, and planning today runs more on spreadsheets than systems. The position exists to install real rigor — a credible forecast, a constrained supply plan, disciplined inventory targets, and a monthly S&OP cadence the executive team runs the business on — built in NetSuite and run through automated, AI-assisted workflows and live dashboards, working directly in the data while leading the team.

The Manager of Supply Chain manages planning, procurement, inventory control, and logistics across the Carson City, Nevada and Louisville, Kentucky plants, and works closely with the Sr EVP Operations and both Plant Operations Managers. This role collaborates cross-functionally with Sales, Finance, R&D, and Quality to reconcile the demand plan, the supply plan, and the financial plan, and to serve three distinct demand channels — national retail, airline, and private label/co-manufacturing — from a two-site, coast-to-coast network.

Sales & Operations Planning (S&OP)

• Run the monthly S&OP cycle end to end — demand review, supply review, reconciliation, and executive S&OP — with a published calendar, standard inputs, and decisions that stick.
• Prepare and present a single, reconciled volume and capacity view at the executive S&OP meeting, with clearly framed gaps, options, and recommendations.
• Reconcile the demand plan to the financial forecast with Finance, and drive resolution of variances rather than restating them.
• Help mature the process over time from S&OP toward Integrated Business Planning, extending the horizon to 18–24 months to support capital and capacity decisions.

Demand Planning & Forecasting

• Own the consensus demand forecast across retail, airline, private label, and e-commerce, at the item, customer, and DC level.
• Build and maintain statistical baselines, then govern the overlay process so that judgment from Sales adds value rather than noise — measure it with Forecast Value Add.
• Forecast promotions, seasonal programs, and new item launches, including look-alike modeling where no history exists; own the post-event read-back.
• Publish forecast accuracy and bias by segment, planner, and customer through live dashboards built on NetSuite data, and run the cadence that closes the gaps.
• Translate airline contract volumes and retail category resets into a demand signal the plants can actually plan against.

Supply, Production & Capacity Planning

• Own the constrained supply plan across Carson City and Louisville — master production scheduling, rough-cut capacity planning, and line loading.
• Set and continually refine network sourcing rules: which plant makes what, for which customers, and at what cost to serve as the Louisville ramp continues.
• Optimize run strategy, cycle stock, and campaign lengths to balance changeover cost, allergen and gluten-free segregation requirements, and code-date freshness.
• Maintain the 18-month capacity model; flag capacity cliffs early enough that they become capital decisions rather than customer-service failures.
• Manage co-manufacturing and co-packing partners as an extension of the network — capacity commitments, schedules, performance, and cost.

Inventory Management

• Own inventory strategy and targets for finished goods, WIP, ingredients, and packaging across both sites and all third-party warehouses.
• Set segmented safety stock and service targets by channel and by item velocity; clearly present the trade-off between service, freshness, and cash to the Sr EVP Operations and executive team.
• Drive shelf-life and code-date discipline, FEFO rotation, and an aggressive slow-moving and obsolete inventory review with Sales and Finance.
• Lead cycle counting and inventory accuracy programs; own the plan for physical inventories and reconciliation to the books.

Procurement & Supplier Management

• Manage sourcing and supplier relationships for ingredients (flour, oils, salt, seasonings, specialty gluten-free inputs), packaging, and indirect spend.
• Negotiate agreements, manage contract coverage and pricing mechanisms on commodity-exposed inputs, and partner with Finance on hedging and cost-forecasting where appropriate.
• Build a dual-source and risk-mitigation plan for single-sourced critical materials; own supplier scorecards for quality, service, and cost.
• Ensure supplier compliance with food safety, allergen control, organic and non-GMO certification, and customer-specific requirements, in partnership with Quality.
• Deliver an annual cost productivity program without compromising product quality or brand promise.

Logistics & Distribution

• Own inbound and outbound logistics — carrier strategy, freight procurement, mode selection, and the third-party warehouse network.
• Design the distribution network to serve national retail and airline commissaries efficiently from a two-plant, coast-to-coast footprint.

Own transportation and warehousing cost per pound, on-time delivery, and customer compliance performance including retailer OTIF programs and chargeback exposure.