Aaron Cleavinger

What I’m Hearing: Supply Chain & Ops Edition “We’re waiting for the perfect candidate…” I hear that line a lot lately, or some variation. Layoffs have created this false sense that the market is flooded with elite talent. But here’s the truth: ➡️ Top-tier operators aren’t on the market—they’re holding companies together. ➡️ Companies don’t lay off their MVPs—they promote them, pay them, or pile on more responsibility. So while the “maybe” candidates sit in interview limbo… The best ones? They’re moving fast, fielding multiple offers, and quietly getting hired elsewhere. If you want to win in this market: ✔ Move faster ✔ Be clear on what must-haves are actually nice-to-haves ✔ Make offers that show candidates they’re valued, not commoditized This isn’t about settling. It’s about getting real—and getting ahead. #ExecutiveSearch #SupplyChain #HiringStrategy #CPG #FoodandBeverage #PrivateEquity #OperationsLeadership #StevenDouglas

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Del Monte just filed for bankruptcy. It’s a sharp reminder that even the biggest players can get caught in the crosshairs of a broken supply chain, bloated costs, or strategic missteps. At Lean Six Search | Supply Chain Recruitment, we recently published a piece as part of our newsletter highlighting three real-world supply chain disasters and what leaders can learn from them. Del Monte might just be the next case study in the making. These stories aren’t just about failure, they’re about missed signals, the cost of complexity, and what happens when operations drift out of sync with reality. If you're in supply chain or ops leadership, it's worth a read: 3 Real-World Supply Chain Disasters - https://lnkd.in/gewMZQvT

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What I’m Hearing in Supply Chain & Ops Edition “We need to be more strategic—but we’re buried in the day-to-day.” It’s one of the most common challenges I hear from supply chain and operations leaders—especially at mid-market and PE-backed companies. They know they should be: - Evaluating new tech - Rethinking distribution - Building stronger vendor scorecards - Preparing for the next wave of disruption But instead, they’re firefighting: Late shipments. Inventory imbalances. Cross-functional misalignment. Here’s the truth: Strategy doesn’t happen when people have “extra time.” It happens when you hire leaders who can elevate out of the weeds, bring clarity to chaos, and carve out the space for long-term thinking. That’s what I help companies do—especially when internal bandwidth is maxed out and critical roles stay vacant for too long. If your team is stuck reacting instead of leading, let’s talk. #ExecutiveSearch #SupplyChainLeadership #OperationsStrategy #FoodandBeverage #CPG #PrivateEquity #Recruiter #SupplyChainRecruiter #StevenDouglas

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The org chart said he was VP of Sourcing and Procurement. The reality? → 48 people across procurement, co-manufacturing, inbound logistics, and material planning. → Executive sponsor for S&OP. → $700M in spend. That’s not a sourcing role. That’s a full supply chain P&L. But because he had the background, $2.5B spend in the Americas at a global CPG giant, they leaned on him to do both. The challenge with being that good? You end up doing two jobs under one title. And yet he still modernized the function: → Built category management. → Rolled out source-to-contract tools. → Introduced AI-driven strategy frameworks. → Reset how the company buys. The lesson? Titles don’t define scope. Leaders do. Ever been in a role where you carried twice the load of your title?

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Supply Chain Pros: Your role shifts with consumer behavior, global events, technology, and economic cycles — sometimes all in the same quarter. That’s why the workforce needs you now more than ever. Companies don’t just need people who can move product. They need problem solvers who can adapt, rethink processes, and keep things running when the unexpected hits. If you work in supply chain, here’s the truth: your skill set is becoming more valuable, not less. And if you’re hiring in this space? The best talent isn’t just technically strong — it’s resilient, curious, and ready to evolve. The need is real. The opportunity is too.

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Excited to share that our latest piece in Supply Chain Digital is now live: “Leadership Insights: Turning Strategy into Profit.” A sincere thank you to Cedric Lemetter, Derrick Martins and Kate Dillner for generously sharing their expertise and real-world experience. Their perspectives on unlocking supply chain value, balancing people and technology, and focusing on what really drives returns are incredibly insightful. This article highlights how doing the right things, end-to-end, can turn supply chain strategy into measurable business results. Link in comments.

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🔍 𝗪𝗵𝘆 𝗣𝗿𝗼𝗷𝗲𝗰𝘁-𝗢𝗻𝗹𝘆 𝗣𝗿𝗼𝗳𝗶𝗹𝗲𝘀 𝗦𝘁𝗿𝘂𝗴𝗴𝗹𝗲 𝘁𝗼 𝗕𝗲𝗰𝗼𝗺𝗲 𝗦𝘂𝗽𝗽𝗹𝘆 𝗖𝗵𝗮𝗶𝗻 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 ❌ “I would NEVER hire someone who’s only done projects into a Head of Supply Chain role.” Last week, I spoke with a VP of Supply Chain who urges younger professionals—especially those eyeing big leadership roles—to 𝘀𝗲𝗲𝗸 𝗼𝘂𝘁 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗲𝗮𝗿𝗹𝘆 in their careers. ⚖️ “You don’t know what it’s like to balance service with inventory using so-so forecast information until you’ve actually had to do it!” He often sees high-calibre, well-educated professionals land great 𝘋𝘶𝘢𝘭𝘦𝘴 𝘚𝘵𝘶𝘥𝘪𝘶𝘮 opportunities, rocket through graduate programs 🚀, and get fast-tracked up the rungs of PMO or CoE functions. But when they start searching for 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗿𝗼𝗹𝗲𝘀—they struggle. 😬 And it’s not just about understanding internal complexity. He also stressed the importance of 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿-𝗳𝗮𝗰𝗶𝗻𝗴 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲—knowing how to communicate with customers, manage expectations, and build trust. 🤝🧠 “Many of these professionals have learnt how to be brilliant communicators—with the board. But they struggle to connect with the teams on the ground. And if those teams don’t buy in? The strategy doesn’t get executed.” ⚙️ 💬 𝗪𝗼𝘂𝗹𝗱 𝗹𝗼𝘃𝗲 𝘁𝗼 𝗵𝗲𝗮𝗿 𝗳𝗿𝗼𝗺 𝗼𝘁𝗵𝗲𝗿𝘀: 👉 How has your 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝘃𝘀. 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 helped—or hindered—you when transitioning between the two? 🤔 Do you agree—or have you seen 𝗽𝗿𝗼𝗷𝗲𝗰𝘁-𝗯𝗮𝘀𝗲𝗱 𝗽𝗿𝗼𝗳𝗶𝗹𝗲𝘀 succeed in operational leadership? #SupplyChain #Logistics #Procurement #SOP #InventoryManagement #SupplyChainManagement #PlanningProfessionals #WarehouseManagement #DistributionStrategy #Hiring #Recruitment #HR #JobSearch #CareerAdvice #TalentAcquisition #InterviewTips #Careers

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What Companies Get Wrong About Supply Chain Leadership Supply chain isn’t just about moving product—it’s a driver of strategy, margin, and resilience. But too often, companies still silo logistics and ops leadership below the boardroom. That mindset won’t cut it anymore. Today’s supply chain leaders need to think like GMs—cross-functional, data fluent, and outcome-driven. The ones I place? They bridge the warehouse and the boardroom. Still hiring for “years of experience”? You’re already behind. #ExecutiveSearch #SupplyChainLeadership #StrategicHiring

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🎯 It’s not what you can do — it’s what you’ve done. That’s what gets attention in today’s consumer goods job market. Most résumés list responsibilities. Few clearly show results. If you’re competing for roles in supplier hubs like Seattle, Minneapolis, Chicago, Cincinnati, or Bentonville — you’re up against some of the best in the industry. So how do you stand out? ✅ Quantify success — show measurable outcomes. ✅ Use retailer tools and KPIs — Retail Link, Scintilla, Vendor Central, Supplier Gateway, CommerceHub. ✅ Keep it concise, clean, and results-driven. Because hiring leaders aren’t just asking, “Can this person do the job?” They’re asking, “Who’s already done it — and can do it again here?” Your résumé is your first impression. Make it one that shows proof — not potential. #CPG #Recruiting #CareerAdvice #ConsumerGoods

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Those who stay on top of the news in supply chain have noticed a pattern: High-performing supply chain executives have moved up to the coveted CEO position. Years ago, this person would have been the CFO who made the financial numbers attractive to the boardroom. Or the CRO with unmatched sales leadership. Now it can be someone who can: 🌎 Managed suppliers through global instability. 🚚 Source, produce, and deliver products to customers. 🖥️ Build end-to-end visibility and interconnectivity across the business. But it’s more than just accomplishments. Their characteristics set them apart. Resilience, battle-tested, and crisis management are common traits. In today’s “contemporary” economy, having a leader to be able to navigate through all the noise and has a problem-solving pedigree is what makes supply chain executives the right choice to take the top seat in the organization.

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Actively Applying? Be Ready to Answer the Call – Literally. In today’s active Supply Chain and Procurement job market, opportunities move quickly—and so do hiring managers and recruiters. If you're actively applying to new roles, there's one simple but often overlooked thing that could hurt your chances: Being unprepared for a phone call. Yes, we’re talking about that unexpected ring from HR or a recruiter. When your resume lands on the right desk, the next step is often not an email—it’s a phone call. This call might be your first and only chance to make a strong first impression. Here’s how to make sure you're ready: ✅ 1. Set Up Your Voicemail (and make sure it’s professional) If a recruiter can't leave a message, you may never know they called. A full inbox or no voicemail at all gives off the impression that you're not prepared or serious. Pro tip: Avoid quirky greetings. A simple “Hi, this is [Your Name], please leave a message” is perfect. ✅ 2. Be Mindful of How and When You Answer Calls You don’t have to pick up every unknown number—but if you do, answer professionally. Avoid “Yeah?” or “Who’s this?” in favor of “Hello, this is [Your Name].” If you’re not in a position to speak (noisy environment, on the go, etc.), let it go to voicemail and return the call promptly when you’re in a quiet place and prepared. ✅ 3. Know That First Impressions Matter Whether it’s a brief screening or an informal introduction, that initial call sets the tone for how you’ll be remembered. In Supply Chain and Procurement, where communication, planning, and professionalism are key, how you present yourself from the first hello matters. This is especially true in a candidate-rich market where hiring managers have options. In Short: If you're applying for jobs, be ready. A phone call could be your foot in the door. Don’t let a missed opportunity come down to a voicemail that doesn’t exist—or worse, one that sends the wrong message. Let your professionalism speak even before you speak. You never know when the right role will be on the other end of the line. 📢 Looking for new opportunities in Supply Chain or Procurement? Let’s connect – we’re hiring! 🔗 Visit us at www.threelinx.ca #SupplyChain #ProcurementJobs #JobSearchTips #Recruitment #CareerAdvice #LinkedInBlog #FirstImpressions #ThreeLinxSearch

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You can’t run a strong supply chain without strong financial visibility. In this episode of Supply Chain Moves, I sat down with Judy, a controller who’s helped brands scale — and watched them stall — based on one thing: how money moves. We talk: - Cash-flow blind spots that wreck inventory timelines - The dashboards founders actually need - What happens when you have too much money (and freeze it in the wrong places) If you’ve ever treated “finance” as back office… this episode might change how you build your ops from here. 🎧 Listen: https://lnkd.in/gvG2Wqh2 

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A recent survey found that 30% of offshored products could return to U.S. manufacturing with a stronger, skilled workforce. In comparison, imposing a 15% tariff on imports would result in reshoring just 23%. Without action, the U.S. could face a shortage of up to 3 million manufacturing jobs by 2030, costing the GDP $1 trillion. Addressing workforce quantity and quality is essential to sustain reshoring. More insights: #GrowTalentManagement #MidwestManufacturersGrowthNetwork #M&A2 https://lnkd.in/gsjv5Jbw 

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Every supply chain leader I talk to says the same thing right now: the pressure is real. Tariffs, freight volatility, and supplier risk are making planning feel like a moving target. Some companies are stockpiling, others are playing it lean. Either way, directors of operations and procurement are being asked to do the impossible: protect margins, reduce exposure, and keep customers happy, all at once. Here is what I am seeing: the companies winning are not necessarily the ones with the deepest pockets, but the ones with leaders who can translate chaos into clarity. The leaders who build supplier trust, keep their teams aligned with clear communication, and provide timely feedback that drives real adjustments. If you had to pick one lever to pull right now, visibility, supplier diversification, or strategic inventory, which would it be? ⏱️📊🗣️

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Brad Jacobs playbook by supply chain lens: what a broker, distributor, or roll-up operator should steal from him. What a great era to be alive!

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Why Supply Chain Hiring Mistakes Matter More Than Ever - Complex Skill Set Required: Modern supply chain roles often require technical, analytical, and industry-specific skills (e.g., TMS/WMS, demand forecasting) — not just generic leadership. Misaligned hires can severely impact efficiency and outcomes according to theworldofbusiness.net - Competitive Labor Market: Talent shortages and AI recruitment tools complicate finding the right candidates, leading to more mismatches or overlooked talent according to SCOPE recruiting - Cascading Operational Effects: One poor hire in operations or management can create bottlenecks, lower service levels, and force others to absorb additional workload — which further increases churn accoridng to www.talenttraction.org So, what does all this mean? Outsourcing your strategic hiring strategy to professionals in the space that can not only target the top passive talent but ensure that talent is sourced quickly is more imperative than ever. The industry is evolving daily, best to partner with a recruiter and a firm who has a pulse on these evolutions. Lets set up some time to chat. #supplychain #recruiting #warehousing #hiring #transportation #logistics

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When called to assess a firm's #qualityofearnings, I do under the assumption that Inventory is bad and marketability is enhanced when controls are those prescribed by Fortune 500 companies... I am fortunate to have former colleagues such as Mark McQuade, Director Inventory, Planning and Supply Chain at StarTech.com , who challenge me to reconsider my assumptions.... In the world of technology peripherals (cables, connectors, racking, etc), inventory is good… flexibility, dependability is critical…this is all contingent that a firm has robust demand management and inventory control processes and policies in place… a firm's ERP need not be from a tier one service provider, but rather an ERP suited and tailored to the need of one's firm... These are some of my take-aways from my podcast meeting with Mark McQuade. Mark is someone I have been fortunate to be networked with over the last 30+yrs. For my Thursday March 5th Supply Chain Matters Podcast, I had the opportunity to speak to Mark about his career in Electronics Manufacturing (#EMS), Procurement and Distribution at companies that include Celestica, BlackBerry and Startech.com. He also spoke about the SCM practices he deploys today at Startech and the challenges his firm faces in the current geopolitical environment. For the second half of the event, we pivoted the conversation to focus on skills he seeks when hiring new #supplychaingraduates from schools, and strategies on how students can mitigate the challenges they face when seeking employment. The key learning...on entry into a career in supply chain, students need to take opportunities as they present themselves, where often these opportunities may not be in the form that one envisions, but rather it may be the beginning of a pathway that leads one to their end goal… attitude matters! Attended by one of my podcast’s largest live audiences to date, those attending were engaged and inquisitive. Thank you, Mark, for spending time with my George Brown Polytechnic students and I, sharing your learnings and experiences.  For GBP Supply Chain students and faculty who where unable to attend the live session, a recording is available in our SCM Community on Brightspace. ON DECK: For next week, Thursday March 12th, my Supply Chain Matters Podcast will feature one of my first SCM colleagues and friend, Donald Tumulak, PMP. Donald is a procurement transformation and strategic sourcing leader with more than 15 years of experience helping organizations optimize procurement operations, strengthen supplier governance, and drive measurable business value. Get your free tickets to this event at: https://lnkd.in/gFTCEQsV Interested in being a Supply Chain Mattters Podcast Guest? If you’d like to engage in a casual, impactful conversation on current supply chain topics to help educate future SCM leaders, feel free to DM me to learn more. #supplychainmanagement #SCM #supplychain #procurement Supply Chain at George Brown College

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