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Director of Supply Chain

Foodservice Equipment Distribution & Sourcing

Location: Goldsboro / Raleigh, NC preferred (hub presence desired);

***Open to relocation with assistance provided***

Compensation: $180,000 to $195,000 base, plus 25% to 35% bonus; equity potential for the right candidate

Reports to: CEO

Scope: National distribution network of 6 to 7 third-party logistics centers, consolidating toward 4 to 5; national LTL and truckload freight of large, palletized equipment

Team: Warehouse and distribution team of 4 to 6, 1 to 2 shipping analysts, with the customer service team of 6 to 7 expected to report in as well

Required

• 8 to 12+ years of progressive supply chain leadership experience, with direct, hands-on ownership of warehouse operations, 3PL management, and national freight, not simply oversight of a team that executes it.
• Proven experience managing and rationalizing a network of third-party logistics providers, including qualifying new partners, building SLAs and scorecards, and exiting underperforming relationships.
• Direct experience shipping large, oversized, palletized products, such as refrigeration units, cooking equipment, or similar heavy commercial goods, via LTL and some truckload freight.
• A track record of driving on-time delivery performance and cost efficiency across a multi-site distribution network.
• Comfort operating as a true individual contributor and doer in a lean organization, someone who sees a problem and fixes it directly rather than needing a large team to execute.
• Experience with ERP/WMS systems and using data to drive decisions on network design and cost structure.
• Bachelor's degree in Supply Chain Management, Business, or a related field.

Nice to Have

• Background in foodservice equipment, commercial equipment, or another durable goods distribution environment.
• Experience managing distribution for a company transitioning from a pure distribution model toward owning its own products or brands.
• Exposure to customer service or order management functions, ideally having overseen or partnered closely with that team.
• Experience in a private equity-backed or high-growth environment.
• A demonstrated aspiration to grow into broader operational or executive leadership over time.
• Lean, Six Sigma, or other process improvement training.

The Opportunity

Our client is a private equity-backed foodservice equipment distribution and sourcing platform. Under its CEO, the company has moved away from a pure distribution model toward greater control over how it goes to market, growing quickly and expanding its own product and brand presence in the process. The company's fastest-growing division, currently at roughly $45 million in revenue and climbing toward $50 million, sits at the center of that shift.

That growth has come with real complexity. The distribution network expanded from 2 to 3 owned distribution centers to 10 to 11 third-party logistics sites, and the company has since consolidated that down to 6 to 7, to reach 4 to 5 to gain efficiency and build the right cost structure for the business in the future. Our client has never had a dedicated supply chain leader. This newly created role exists to bring that expertise in-house, take pressure off a talented but stretched internal team, and turn operational improvement directly into additional EBITDA.

What You'll Do

• Own the 3PL network: Manage the relationship with the primary 3PL partner and other logistics providers, continue evaluating and exiting underperforming sites, and guide the consolidation from 6 to 7 centers down to 4 to 5.
• Direct national freight: Oversee LTL and truckload shipping of large, palletized commercial equipment, with a focus on on-time delivery performance and cost control.
• Lead the warehouse and distribution team: Manage a team of 4 to 6 directly involved in running the sites, plus 1 to 2 shipping analysts.
• Take on the customer service function: Assess and provide direction to a team of 6 to 7 handling order management and customer-facing issues, expected to report into this role from day one.
• Build the measurement culture: Establish KPIs and scorecards around fill rate, on-time delivery, inventory accuracy, and freight cost as a percentage of sales.
• Partner cross-functionally: Work closely with the CEO and finance leadership to align distribution strategy with the company's broader evolution from distributor to product and brand owner.

Why This Role Is Different

This is a newly created seat at the table in a smaller, fast-growing company, not a support role buried in a larger organization. Leadership is not looking for someone to manage a large team from a distance. They want a doer, someone who is practical and hands-on, not afraid to get into the details, and who is also looking to grow into broader leadership responsibility over time. The person who takes this role will have direct visibility with the CEO and a genuine hand in shaping the next stage of the company's growth, at a time when the business is actively building the version of itself it wants to bring to market.

The Culture

Our client is looking for someone who wants to be a builder and a long-term contributor, not someone passing through on a short assignment. The company is investing in this function specifically because leadership wants supply chain expertise embedded for the long haul, not just for a moment of transition. That means valuing practical experience and a bias for action over polish, while still looking for someone who is ambitious and capable of taking on more scope as the business continues to grow.