Sr. Director of Supply Chain Strategy, Transformation, and Network Optimization

This role will lead the development, coordination and implementation of Supply Chain transformation strategies and program management office company wide. Including the cross-functional orchestration of the effective strategy deployment and execution. This role will be responsible for the development of an evergreen SC transformation agenda to position SC as a competitive advantage for the company. A key responsibility will be to identify, develop, and coordinate the implementation of strategic business opportunities to enable the realization of the Supply Chain vision and the achievement of the enterprise business growth plans. All of these in close partnership with the CSCO, the SC Leadership team and key business executives and leaders throughout the company.

Duties and Responsibilities:

• SC Transformation Strategy Leader
  • Lead the ideation, development and materialization of Supply Chain strategies and key strategic initiatives in support of the SC Vision, objectives, and the broader business goals.
  • Lead the creation of an evergreen SC transformation agenda in pursue of constant evolution of the SC, staying on top of customer needs, market and industry trends, innovations, and technologies, understanding implications to the company, and pursuing those that will catapult SC as a competitive advantage for the company.
  • Orchestrate the overall SC portfolio of strategic initiatives with a robust and efficient management infrastructure that ensures timely execution of programs/projects with a value creation/delivery mindset to drive return on investment.
  • Lead the identification/prioritization of potential SC optimization opportunities across all SS functional areas, with focus on driving cost and operating performance transformation while reducing working capital and improving customer service.
  • Lead the global “Fuel to Grow” Gross Productivity Program Management Office and 3-year Gross productivity Pipeline stage gate process consisting of Supply Chain and SC & Commercialization Design to Value partnerships for value creation.
  • Lead Supply Chain Business Development and commercial execution process management.
  • Lead the Supply Chain Digital Transformation Strategy development and partner with the CIO on value creation and execution. 
  • Identify strategic barriers to value, with investment enablers (tools, scalable digital and automation) value unlocks.
  • Be a thought-partner and challenger to the SC strategic initiatives portfolio and make recommendations on changes to the focus and levels of investment/ resource allocation.
• SC Network Optimization Leader
  • Lead the development and implementation of the Network Design Strategy through an end-to-end integrated and fact-based analytical approach to drive long term business competitiveness, to enable cost/margin transformation and to increase SC flexibility/resilience.
  • Modeling the end-to-end supply chain network “Buy, Make, Ship, Deliver,” running top scenarios for cost and value creation and determining the optimize footprint, sourcing model, distribution, and transportation networks options with recommended path forward.
  • Using data, technology, analytics; partner and influence SC leadership and business unit leaders to create and drive “evergreen” Network optimization strategies that result in improved financial results and enhanced customer value ensuring these strategies turn into actionable plans.
  • Identify and personally lead high-impact change initiatives within SC and across the business, including large cross-functional, multi-regional initiatives.
• Chief of Staff
  • Enables the CSCO to focus on top priority, most strategic and most value accretive initiatives by making sure information, analytics, facts are available for decision making.
  • Partnering with SC Finance lead; lead the orchestration and execution of key activities and performance to financial commitments (Plant and Discretionary/SG&A) within the CHG SC organization; including resource planning, budgeting, and talent acquisition/ retention/ development to ensure budgeted development are in line with strategic 3-yr. commitments.
  • Drive initiatives to enable the leadership team to become more effective by challenging the status quo – operationally and strategically – e.g., process improvements, capability changes, culture, and behavior changes, etc.
  • Lead efforts to embed long-term strategic thinking into on-going and future Supply Chain initiatives.
  • Identify and drive industry best practices as it relates to Supply Chain strategy, influencing adopt/adapt practices with top leaders, and leading strategy development to help the organization achieve top quartile performance.
  • Stay abreast of industry, competitive, and innovat