Global Supply Chain & Operations Management Leader

A results-driven professional passionate about supply chain excellence and team development, offering expertise in staff management, strategy, and process optimization. A people-focused leader with a proven track record who delivers value by:

  • Providing a comprehensive understanding of corporate strategy and assessing supply chain health to support and enhance objectives.
  • Building robust supply chain strategies, optimizing processes, ensuring seamless coordination, and improving efficiency.
  • Assembling and developing high-performance teams through coaching, mentoring, candidate qualification, and utilization of lean techniques.

Currently located in Gurnee, IL.

Available for on-site, hybrid, and remote opportunities.



Mar 2022-Mar 2023

Senior Director, Global Supply Chain – Remote

Developed and implemented sales and operations planning (S&OP) processes, digitalization strategy, demand planning, and a supply chain standardization plan across the global supply chain (57 manufacturing sites). Developed a team of 27 people to manage $4B in revenue.

Aug 2019-Mar 2022

Director, Supply Chain

Created inventory management practices, developed a supply chain strategy and roadmap, and designed and integrated S&OP processes.

Jul 2016 – Aug 2019

Director, Supply Chain

Designed and integrated supply chain strategy and S&OP processes, developing a team of 19. Responsible for inventory budget of $500M, 4K SKUs, eight plants, and four DCs. Served as the only supply chain advisor for eight plants, supporting $800M in revenue and turning inventory 12-18 times annually.

May 2014 – Jul 2016

Senior Manager, Sales & Operations Planning

Orchestrated and led change management/merger initiatives and integrated business planning, influencing cross-functional teams to gain alignment on demand and inventory. Constructed supply chain strategy and annual inventory portfolio budget of $4.5B.

Apr 2012 – May 2014

Planning Manager

Formulated production strategy to optimize capacity, increase fill rate, and minimize inventory.

Apr 2011 – Apr 2012

Supply Chain Manager

Promoted to lead team and craft supply chain strategies for one, three, and five-year plans for a $70M division with a 20% compound annual growth rate (CAGR).

Mar 2004 – Apr 2011

Plant Manager

Constructed green-field wet-wipe over-the-counter (OTC) pharma manufacturing site, maturing capacity, capital expenditure, and resources as the business grew from $25M to $70M and a staff of 40, including four supervisors.



Created $4.5M in logistics revenue and redefined contract freight quoting in changing market conditions


Increased forecast accuracy by 45%, cultivating critical and strategic account relationships through supply chain collaboration.


Reduced financial risk by $10M, achieving forecast accuracy of >70% during the pandemic and optimizing cash flow


  • Supply Chain Strategy

  • Sales & Operations (S&OP) Planning

  • Financial Performance

  • Demand Planning

  • Digitalization

  • Enterprise Resource Planning (ERP)

  • Inventory Management

  • KPIs

  • Lean Six Sigma

  • Logistics

  • Materials Requirement Planning (MRP

  • Root Cause Analysis

  • Change Management

  • Production & Capacity Planning


(MBA) Business Strategy

                                            (BS) Business Management

     Integrated Supply Chain &

                                            Operations Management

MEET Jonothan


“I had the pleasure of having Jon as a member of my senior staff at Kerry. He led the development of an S&OP process design where none previously existed and was instrumental in getting senior leadership support for successful implementation within the business unit. He is well versed in all requirements necessary to execute integrated business planning. He is both a practitioner and teacher capable of breaking down complex problems into manageable tasks to drive results. He would be an asset to any organization looking to learn and implement S&OP as part of integrated business planning.”

Kelly Furstoss, Vice President – Supply Chain, Kerry Ingredients

“Jon is a leader, a visionary and an outstanding strategic thinker. As the Director of Purchase Planning, his primary focus was to stabilize the function and help employees build better planning capabilities and grow within their careers. Prior to his arrival, there was no career progression for planners or data analysts. Because planners were ‘stuck’ in position and level, retention issues were created within the role, which led to significant issues with our commercial team, and ultimately, our customers. Once a career progression was established, Jon set the measuring stick for capability, which served two purposes. The first, ensuring that the planners built solid capability to better serve their internal and external partners. The second allowed them to grow to higher levels within the planning function to reduce turnover.

His knowledge of inventory and planning is second to none. When we worked together, he improved inventory turns by over 50%. This was not an easy task, as the organization never really focused on inventory turns and was hooked up ‘holding on’ to slow moving or obsolete inventory. Jon used forecasting data to help shape the story as to ‘why’ we needed to look at inventory differently. He challenged the organization to change, and this was not easy. Which speaks to his ability to persuade other leaders, why his work and his position on inventory management was critical for the overall organization. These discussions improved collaboration between the commercial and operations function, and ultimately, led to outstanding inventory management results.”

Julian Wiles, Vice President Operations, M. Holland

Q & A

Why did you choose your profession?

I like to joke, “Supply Chain chose me, I didn’t choose supply chain.” Early in my career at Medline I realized that process logic, statistical analysis, and the challenge of meeting KPI’s and business objectives were all things I really enjoyed about my job. Around this time “Supply Chain” was becoming an official business designation and I decided if I was going to pick a path, Supply Chain was going to be that career path. I have had the opportunity to sit in many supply chain seats in my career as a direct contributor, people manager, and in executive leadership, all of which have created an end-to-end expertise that fits the process logic and strategic development I enjoy. Today, I see how supply chain is the integrative partner to all functions of an organization, and bringing people together in collaboration is a bonus to the practitioner work I do.

Who are your main influences?

Elon Musk is highly influential for me because I see a highly intelligent individual that is comfortable making mistakes, correcting them, and continuing to muscle ahead to achieve a vision. He is comfortable in the adolescence of humor but carries conviction to provide support at a humanitarian level. While it’s easy for people to not agree with his perspectives, his dedication to his vision and tenacity to work through hard decisions is really what impresses me about him.

What is your greatest accomplishment?

I look at accomplishments two ways: functional and human equity. Functionally, it was implementing inventory management and demand planning processes at M. Holland that provided multi-million-dollar savings by the onset of the pandemic.

​From a Human equity perspective, I have been able to create teams, and through mentorship and coaching enable individuals to become leaders organizationally at Kerry, process owners at M. Holland, and sought after talent at Kerry and Graham.

What tools do you use?

In my career I have become “multi-lingual” in ERP, working in AS400, D365, SAP, JDA, and Epicor. MS Office is a daily staple where I use Powerpoint to demonstrate ideas, Excel for data analysis and tool development, with Visio and MS Project for project management. I have used Trello to promote live team communication and project organization. I have used Power BI and Qlikview for dashboard development and reporting. I’m currently investigating how ChatBox and blockchain technology can be implemented into Supply Chain environments and processes.

​I use Lean Six Sigma tools to value stream and determine root cause and provide sustainable solutions (5-Why, A3, Fishbone, PDCA, etc.).

What advice would you give to someone just starting out in your profession?

Learn the business horizontally, not just vertically. Integrative Supply Chain requires end-to-end business savvy, not just operations knowledge. Knowing the functions of your business will build trust, consensus, and establish you as an individual focused on the well-being of the business and not just their vertical responsibility.