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Cambridgeport | Custom AHU& Data Center CRAH Supply Chain

Department: Operations

Reports To: EVP of Operations

Direct Reports: Purchasing Manager (and buyer team), Planning/Scheduling Lead, Logistics/Warehouse Lead

Location: On-site(Randolph, MA HQ; regular travel to Georgetown, MA and key suppliers)

Position Summary

Cambridgeport is an HVAC manufacturer of custom air handlers and a fast-growing supplier of Computer Room Air Handlers (CRAHs) to the data center market. We are scaling materialsspend, expanding geographically from the Northeast into the Mid-Atlantic and Southeast, and standing up panel production at our Georgetown facility. The Supply Chain Manager will own the end-to-end flow of materials, information, and inventory across both product lines and both facilities — from sourcing strategy and supplier development through S&OP, inventory policy, and inboundlogistics.

Reporting to the EVP of Operations, the Supply Chain Manager leads the broader supply chain function, including purchasing, planning, andlogistics. The role designs the system: supplier strategy, dual-source policy, S&OP cadence, inventory targets, and total landed cost. Purchasing executes inside that system. The Supply Chain Manager partners with Engineering, Manufacturing, Quality, Finance, and Sales to align supply to demand and to protect on-time delivery to the customer as the company scales toward and beyond $125M.

The ideal candidate is a strategic supply chain leader from HVAC, mechanical, or industrial manufacturing, with proven experience designing supplier networks, leading S&OP, managing working capital through inventory policy, and operating ERP/MRP at the system level (Epicor strongly preferred). This person is comfortable in the boardroom and on the shopfloor, andhas the executive presence to grow into a Director of Supply Chain role over the next 18 to36 months.

Why This Role Matters

• CRAH demand is doubling ourcomponentflow, and the hyperscale pipeline depends on a supply chain that can scale reliably — not just a purchasing desk that can react.
• Custom Air Handler demand from healthcare, university, lab, pharmaceutical, and industrial customers continues to grow. Thesupplierbase for bespoke configurations is different from CRAH, and both networks must be designed and managed in parallel.
• Geographic expansion into the Mid-Atlantic and Southeast will stress inboundlogistics, lead times, and regional supplier strategy. We need a leader whodesigns forthat, not one who reacts to it.
• Inventory and working capital are growing as fast as revenue. The Supply Chain Manager owns inventory turns, fill rate, and total landed cost — not just unit price.
• Our Epicor implementation will only be as strong as the master data, supplier setup, MRP signals, and S&OP rhythm behind it. The Supply Chain Manager is the operational owner of those system fundamentals.
• We are hiring this role at a moment of step-change growth. The right leader will architect the supply chain that gets us to $125M and builds the bench to take us beyond.

Cambridgeport’s Culture is defined by three values that the Supply Chain Manager will be expected to embody and reinforce:

Where the Best Are Built

We hold ourselves and our products to the highest standard. The Supply Chain Manager will hold the supplier network to that same bar — quality, reliability, integrity — and will design a supply base worthy of the work we ship.

We Do What We Say

Commitments are sacred at Cambridgeport. The Supply Chain Manager will instill an operating discipline where supplier commitments, internal handoffs, and customer delivery promises are tracked, escalated, and renegotiated proactively rather than silently broken.

We Are Always Getting Better

Standing still is falling behind. The Supply Chain Manager will lead a culture of continuous improvement across the supplier base, planning rhythms, inventory policy, andlogisticsnetwork — and will model that learning posture personally.

Key Responsibilities

Sourcing Strategy and Supplier Development

• Design and own commodity strategies across sheet metal, coils, fans, motors, controls, electrical, CRAH-specific components, and panel raw materials. Define make-vs-buy, single-vs-dual source, and regional sourcing policy.
• Lead supplier development: qualification of new suppliers, scorecards, business reviews, and structured corrective action when performance slips. Treat strategic suppliers as partners, not vendors.
• Buildsecondarysupplierlist toensureacontinuousequipmentpipelinetomitigaterisk.
• Build andmaintainthe supplier risk register: financial health, geographic concentration, lead-time exposure, tariff and trade risk, and single-source dependencies. Drive mitigation before risk becomes shortage.
• Partner with Engineering on supplier selection fornew programs(next-gen CRAH, custom AHU configurations) and govern the Approved Vendor List (AVL).
• Stand up and run a monthly S&OP cadence that balances demand, supply, capacity, and inventory across both facilities andboth productlines.
• Translate the sales forecast and order book into a constrained production and procurement plan. Surface tradeoffs to the executive team with clear data and recommendations.
• Partner with Manufacturing Planning, Production, Sales, and Finance to align on the one number: a single demand signal driving the supply chain.

• Own inventory policy: safety stock, reorder points, min/max levels, ABC segmentation, and slow-mover disposition. Drive measurable improvement in inventory turns without compromising fill rate or OTD.
• Manage total landed cost end-to-end — unit price, freightcosts, tariffs, expediting, quality/scrap, and carrying cost — and own materials variance and PPV reporting with Finance.
• Partner with Finance on the working capital plan. Treatallinventory as a balance sheet decision, not just an operating one.

• Design and manage the inboundlogisticsnetwork: carrier strategy, modeselection, freight cost,expeditingpolicies, and receiving discipline at both facilities.
• Anticipate thelogisticsimplications ofaNationalexpansion. Build the network before the demand arrives.
• Coordinate with theMaterials Managerand receiving teams on inbound flow, dock scheduling, and inventory accuracy.

• Provide strategic direction and oversight to the Purchasing Manager and buyer team. Set the framework; letpurchasingteamexecutethe daily rhythm.
• Ownallmajor supplier negotiations and Tier 1 OEM relationships personally. Step in on the deals that move the needle on margin, lead time,andrisk.
• Set the standards for PO discipline, MRP signal management,expeditingpolicy, and shortageriskprevention.

• Serve as the operational owner of supply chain data inside Epicor: item masters, supplier records, lead times, BOM accuracy, and MRP parameters.
• Partner with the Epicor implementation team to design supply chain workflows that scale, not just configurations that go live.
• Build a small portfolio of supply chain KPIs and dashboards that the executive team can rely on.

• Partner with Quality Engineering on supplier quality: PPAP/first article, NCMR, SCARs, and supplier scorecards.
• Ensure compliance with applicable trade regulations (tariffs, import/export, country of origin), customer‑specific supply chain requirements (hyperscaleraudits, pharmavalidatedsupplier requirements), and Cambridgeport's procurement and quality policies.
• Coordinate with EH&S on hazardous materials suppliers (refrigerants, chemicals) and with Engineering on regulatedcomponentsourcing.

• Work closely with Manufacturing, Engineering, Quality, Finance, and Sales toanticipatedemand, qualify new suppliers, and resolve material and capacity constraints.
• Partner with Estimating and Sales on quote‑stage supplier costing and lead‑time commitments for custom AHU and large CRAH programs.
• Represent supply chain in executive operating reviews, capacity planning, and strategic planning discussions.

• Lead, coach, and develop the supply chain organization:purchasing, planning, andlogistics. Set clear performance expectations and build career paths for high‑potential team members.
• Hire and onboard new team members as the function scales. Architect the Phase 2 organization supporting $125 M revenue and beyond.
• Build a culture of accountability, ownership, and root‑cause thinking inside the supply chain team.

Required Experience

• 10+ years of supply chain or operations experience in HVAC manufacturing, mechanical equipment manufacturing, or hardware‑intensive industrial manufacturing, including at least 5 years leading a multi‑function supply chain organization (purchasing, planning, and/orlogistics).
• Demonstrated experience designing and running S&OP at a manufacturing company of comparable scale and complexity.
• Track record of driving inventory turns, fill rate, OTD, and total landed cost improvement through policy, process, and supplier strategy — not just heroics.
• Direct experience with sheet metal, coils, fans, motors, controls, and electrical commodities, including familiarity with HVAC‑specific OEM suppliers and lead‑time patterns.
• ERP/MRP fluency at asystem‑designlevel. Epicor experiencestronglypreferred; SAP, Oracle, NetSuite, or comparable acceptable.
• Comfort leading with KPIs: inventory turns, fill rate, OTD to customer, supplier scorecard metrics, total landed cost, PPV, working capital.Manages bydata, not by vibes.
• Bachelor’s degree in Supply Chain, Operations, Engineering, or related field; CPSM, CSCP, or APICS CPIM certificationsa plus. MBA a plus.

• Direct experience supporting data center coolingcomponentsupply chains orhyperscaler‑scale manufacturing programs (CRAH, CRAC, precision cooling, related thermal management).
• Pharma or cleanroom HVAC supplier qualification experience (validated suppliers, cGMP‑aligned procurement, FDA‑relevantcomponentsourcing).
• Multi‑site supply chain leadership through a period of geographic expansion or facility expansion.
• Experience in a private or family‑owned company through a high‑growth period; experienceoperatingwithin a holding‑company structure a plus.
• Lean / Six Sigma experience applied to supply chain process improvement.
• Experience leading an ERP implementation or major upgrade from the supply chain seat.
• Systems thinker:sees the supply chain as a connected network of decisions, not a series of isolated transactions.
• Executive presence: communicates clearly with the President, CFO, and customer‑facing leaders; can defend a position and adjust when the data changes.
• Operating discipline: instinctivelymanagesby metrics, root‑cause thinking, and clear accountability.
• Bias for action without sacrificingrigor:moves fast on shortages and risk, slow and deliberate on long‑cycle supplier strategy.
• Cross‑functional credibility: respected by Engineering, Production, Finance, Quality, and Sales alike.
• People leader: develops talent, sets a high bar, holds the team accountable while supporting their growth.

Cambridgeport offers a competitive compensation package including base salary, performance‑based annual bonus, comprehensive health and welfare benefits, retirement plan with company contribution, and relocationassistancewhere applicable. Specific terms will be discussed with finalists.

Cambridgeport is an equal‑opportunityemployer and is committed to building an inclusive operations organization.