Most case studies are produced directly after the appointment. Having recently spoken with the candidate who accepted the role, this one highlights the value created four years later, as outlined at the end.
The Situation
A national building products manufacturer, with significant market share, was facing mounting pressure across its supply chain. Service levels had become less consistent, logistics costs were increasing, and there were opportunities to improve operational efficiency, customer satisfaction and margin.
Added to this, the Managing Director had set out his five-year ambition for further growth and the board recognised that the existing structure could no longer support this plan.
They needed an Operations & Supply Chain Director capable of redesigning the end‑to‑end operation, modernising systems, and building a performance‑driven culture across multiple sites.
This was a business‑critical hire: the wrong appointment would have prolonged operational instability and slowed commercial momentum.
The Challenge
As highlighted to the Managing Director at briefing stage, finding a leader with the below skillset was going to be tough. I took in key elements of an Operations Director, Supply Chain Director and Logistics Director, all within one role. The MD required someone who could:
Lead a full transformation of supply chain, warehousing, and logistics
Introduce modern planning, forecasting, and inventory methodologies
Improve service levels to key national customers
Reduce cost‑to‑serve without compromising quality
Build and mentor a new leadership team
Navigate a complex, multi‑site operation with legacy processes and systems
Already had a good appreciation for building products, together with living within commuting distance of their site in the Northwest
The Approach
For this search to succeed I took the following approach:
A forensic mapping of supply chain and logistics leaders across building products
Direct engagement with passive talent known for operational transformation
Deep behavioural and capability assessment focused on leadership, change management, and commercial impact
Scenario‑based evaluation aligned to the manufacturer’s specific operational challenges
I kept the MD aligned throughout with market intelligence, salary benchmarking and early warnings of any barriers. In fact, for all skillsets required, there were less than 10 individuals capable of taking on this challenge.
The Outcome
A standout candidate was appointed — a proven supply chain leader with a track record of modernising operations and improving service performance in a comparable building product manufacturing environment.
Over the past four years, through his leadership, the business has:
Performance Improvement
Service levels operating at 98%
Schedule adherence at 100%
Operational Modernisation
Prioritised Digitalisation & automation
Lean training (20% workforce to level 3)
Supply Chain Resilience
Dual/three‑way partnerships
De‑risking Far East dependency
Navigating geopolitical disruption
Four years on, this appointment has materially strengthened the company’s operational backbone, protected margin, and enabled the MD’s five‑year growth plan.
If You’re Facing a Similar Challenge
If your supply chain, logistics or operations function is holding back performance, or you’re planning a senior hire where the outcome truly matters, let’s talk confidentially.
📞 07570 740490 ✉️mgoldsmith@mgheadhunting.co.uk
