Executive OVERVIEW
 · VP Supply Chain

A hybrid search provides a dual candidate slate.

Pair rapid local mapping for regional relevance and promotable leaders with national expansion for sitting VP depth, global consumer-goods pattern matching, and compensation optionality.

Recommendation

Use a local-plus-national search rather than treating the 50-mile market as a standalone VP market.

Authorize the Hybrid Search Prepared for executive leadership
Talent-pool comparison

The decision lens

4.9×
Larger nationally
National U.S. pool
Deeper · more VP-centric
350
Local 50-mile market
Director-heavy · manufacturing-oriented
72
National advantage

More sitting VP-level leaders across major executive hubs and global consumer-goods employers.

Local advantage

High-relevance regional leaders with credible Director and Senior Director step-up potential.

Board-ready conclusion: regional relevance and national depth are complementary, not competing choices.
Executive market comparison

Market data at a glance.

Three measures reveal the tradeoff the company must manage: national reach and VP alignment versus a smaller, highly stable regional talent pocket.

National U.S.
Local · within 50 miles of the target location, WI
Pool size
350national professionals

Nearly five times the reach, with a deeper slate of sitting VP-level leaders.

National U.S.350
Local · 50-mile radius72
20+ years overall experience
72.6%vs61.1%

Both pools are seasoned; the national market has the stronger concentration of 20+ year executives.

National U.S.72.6%
Local · 50-mile radius61.1%
4+ years at current employer
76.9%vs86.1%

Local leaders show greater employer tenure—a stable regional pocket that may require a compelling mandate to move.

National U.S.76.9%
Local · 50-mile radius86.1%
National advantage

Broader reach and stronger VP title alignment create more choice across industry, geography, and compensation tier.

Local advantage

A stable, seasoned regional pocket offers proximity and promotable Director and Senior Director talent.

Decision implication

Use a hybrid local-plus-national search to pair regional relevance with sufficient sitting VP depth.

Source: sourcing analytics supplied for this executive brief. Percentages reflect identified profiles in each defined market.

Geographic comparison

Location and market concentration

National executive hubs contrast with a Milwaukee-centered regional talent pocket—creating a clear case for a hybrid local-plus-national search.

National U.S. market

Distributed executive hubs

350professionals
Top executive hubsCount · share
New York City metro14 · 4.0%
Atlanta metro13 · 3.7%
Greater Chicago12 · 3.4%
St. Louis12 · 3.4%
Cincinnati8 · 2.3%
Minneapolis8 · 2.3%

No single listed hub exceeds 4.0% of the pool, preserving geographic reach and broader sitting VP optionality.

50-mile local market

A Milwaukee-centered pocket

72professionals
Regional concentrationsCount · share
Milwaukee40 · 55.6%
Appleton6 · 8.3%
Appleton–Oshkosh–Neenah4 · 5.6%
Fond du Lac3 · 4.2%
Jackson3 · 4.2%
Neenah3 · 4.2%
Brookfield2 · 2.8%
Target location1 · 1.4%

Milwaukee alone holds more than half of the identified local pool—supporting fast mapping, but increasing exhaustion risk under narrow title or industry constraints.

Decision implication

Map locally first, then expand nationally. The company can move quickly on regionally relevant and promotable leaders without allowing a concentrated local universe to cap sitting VP depth, global consumer-goods pattern matching, or compensation optionality.

Bar lengths are indexed to the highest-count location within each market; labels show actual professional counts and market shares.

04Employer and industry profile

Employer Footprint & Expertise

The national market concentrates global branded-product expertise. The local market adds plant-connected leadership shaped by industrial and regulated environments.

National market

Global branded-product bench

Enterprise CPG leaders with exposure to high-volume operations, sophisticated planning, and complex global networks.

Top current employers

Professionals
Procter & Gamble20
AB InBev16
Genpact13
Henkel9
L’Oréal8
Ferrero8
Unilever8
Kimberly-Clark7
Newell Brands7
PepsiCo6

Industry concentration

Consumer Goods
100%
Retail
13.7%
Food & Beverages
10.9%
Automotive
5.7%
Cosmetics
5.1%
Logistics & Supply Chain
4.6%
Local 50-mile market

Plant-connected operating bench

Regional leaders grounded in manufacturing execution, industrial operations, and regulated product environments.

Top current employers

Professionals
GE Healthcare4
Oshkosh Corporation4
Kimberly-Clark4
Molson Coors4
Milwaukee Tool3
Plexus3
SC Johnson3
Oshkosh Defense3
Uline2
Kohl’s2

Industry concentration

Consumer Goods
26.4%
Hospital & Health Care
13.9%
Electrical/Electronic Mfg.
11.1%
Automotive
9.7%
Food & Beverages
9.7%
Defense & Space
5.6%
Logistics & Supply Chain
5.6%
What the comparison means

The two markets contribute different, complementary patterns: national candidates bring direct global CPG pattern matching; local candidates bring regional credibility and practical leadership across plants, industrial systems, and regulated products.

Talent posture

Seniority, compensation, and staying power

The national pool favors sitting VPs. Local talent creates a credible step-up path—but both groups are stable enough to require a compelling mandate.

Comparison 01

Current seniority

VP-ready nationally · step-up potential locally
National350 professionals
Leading current title
Vice President Supply Chain
4914.0%

The broader market supplies stronger exact-title alignment for a proven sitting VP mandate.

Local · 50 miles72 professionals
Director Supply Chain14 · 19.4%
Senior Director Supply Chain8 · 11.1%
Supply Chain Director8 · 11.1%
Vice President Supply Chain4 · 5.6%
Comparison 02

Predicted compensation

Market prediction, not actual candidate pay
National range
$190k–$210k25
$210k–$230k27
Broad upper tail extends to $310k+
Local concentration
$190k–$210k18 · 25.0%
$210k–$230k14 · 19.4%
$110k–$130k14 · 19.4%

The lower band signals additional step-up profiles, not a like-for-like VP pay benchmark.

Comparison 03

Employer tenure

Share with 4+ years at current employer
National76.9%
4+ years
Local86.1%
4+ years
Executive recommendation

Recommended
Search Strategy

Map locally first, then widen nationally for VP-caliber choice.

The local market delivers speed and regional relevance. The national pool adds sitting-VP depth, global consumer-goods pattern matching, and compensation optionality.

01
Local mapping

Establish the regional benchmark quickly

Map the 72-person market within 50 miles, prioritizing Milwaukee and nearby clusters.

GE HealthcareOshkoshKimberly-ClarkMolson CoorsMilwaukee ToolPlexusSC JohnsonUline
02
Readiness screen

Test step-up talent against the VP mandate

Enterprise scope
Multi-site leadership
Manufacturing execution
VP-mandate readiness

Focus on promotable Directors and Senior Directors—not title alone.

03
National expansion

Build choice around sitting VP depth

Expand across the 350-person U.S. consumer-goods pool to add sitting-VP diversity, global planning and network-design experience, and compensation-calibrated options.

Global CPG patternNetwork design
Decision gate

Let the mandate determine the mix

Recommended: hybrid search
Favor national

When exact VP title, enterprise scope, and global consumer-goods pattern match are non-negotiable.

Favor local

When proximity and promotable manufacturing leadership matter more than exact title match.

Start local for speed. Expand nationally for sufficient VP-caliber diversity. Present one calibrated slate to executive leadership.

Selected profiles

Three leadership profiles for benchmarking

These profiles represent distinct leadership patterns across consumer supply chain operations, enterprise execution, and transformation advisory.

HW
Consumer supply chain executive

Heidi Winthrop

Vice President, Customer Facing Supply Chain

Current company: Nestlé Health Science
Location: New York City Metropolitan Area

Consumer goods leader with deep customer-facing supply chain, demand planning, inventory management, operations management, and customer service experience. Her record reflects cross-functional leadership and more than three decades at The Bountiful Company.

Demand PlanningInventory ManagementCross-functional Leadership
Fit noteStrong national profile for customer supply chain, consumer products, and long-tenured operating leadership.
PE
End-to-end supply chain operator

Paul Ehn

Vice President, Supply Chain Operations, Consumer Products

Current company: Culligan International
Location: Greater Chicago Area

End-to-end operator spanning planning, warehousing, transportation, fulfillment, S&OP, and IBP. His scope includes six production sites, twelve distribution facilities, oversight of a $100M+ logistics budget, and a $15M annualized savings roadmap.

Network StrategyDelivery PerformanceDemand Planning
Fit noteDirect operating fit with enterprise planning, network scale, cost transformation, and Chicago-area proximity.
KB
Transformation and advisory leader

Kenneth Barry

Vice President, Global Lead for Consumer Goods and Retail

Current company: Genpact
Location: Atlanta Metropolitan Area

Transformation leader with 25+ years across consumer goods, retail, manufacturing, automotive, and logistics. His work spans CXO advisory, technology modernization, operating-model transformation, enterprise architecture, and global consulting leadership. He is an adjacent strategic profile rather than a traditional supply chain operator.

Emerging TechnologiesIT Operating ModelsBusiness Transformation
Fit noteBest viewed as a transformation-advisory benchmark for modernization and enterprise change, not a direct operating supply chain match.
Powered byhireEZ