Jonothan R. Holmberg
MBA, CSSGB
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:
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Providing a comprehensive understanding of corporate strategy and assessing supply chain health to support and enhance objectives.
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Building robust supply chain strategies, optimizing processes, ensuring seamless coordination, and improving efficiency.
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Assembling and developing high-performance teams through coaching, mentoring, candidate qualification, and utilization of lean techniques.
EXPERIENCE
2023-2024
Vice President, Supply Chain & Logistics
BATORY FOODS
Oversaw supply planning, demand planning, distribution, transportation, and inventory control across 8 distribution centers and 4 manufacturing sites, managing a team of 123. Implemented cross-functional strategies improving service levels by 15% and introduced $10M in annual revenue through optimized distribution capacity and transportation services. Reduced inventory by $10M in five months while maintaining a 98.5% fill rate and executed a digitalization strategy to modernize supply chain operations. Transformed manufacturing planning, driving $2M in annual efficiencies, and established robust S&OP and S&OE processes to enhance scenario planning and operational accountability.
2022-2023
Senior Director, Global Supply Chain
GRAHAM PACKAGING
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.
2019-2022
Director, Supply Chain
MHOLLAND
Created inventory management practices, developed a supply chain strategy and roadmap, and designed and integrated S&OP processes.
2016-2019
KERRY
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.
2014-2016
Sr. Manager, Sales & Operations Planning
KRAFT HEINZ
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.
2012-2014
Planning Manager
MEDLINE
Formulated production strategy to optimize capacity, increase fill rate, and minimize inventory.
2011-2012
Supply Chain Manager
2004-2011
Plant 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).
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.
RESULTS
$4.5M
Created $4.5M in logistics revenue and redefined contract freight quoting in changing market conditions
45%
Increased forecast accuracy by 45%, cultivating critical and strategic account relationships through supply chain collaboration.
$10M
Reduced financial risk by $10M, achieving forecast accuracy of >70% during the pandemic and optimizing cash flow
EXPERTISE
SUPPLY CHAIN STRATEGY
SALES & OPERATIONS (S&OP) PLANNING
FINANCIAL PERFORMANCE
DEMAND PLANNING
DIGITALIZATION
ENTERPRISE RESOURCE PLANNING (ERP)
INVENTORY MANAGEMENT
KEY PERFORMANCE INDICATORS (KPIs)
LEAN SIX SIGMA
LOGISTICS
MATERIALS REQUIREMENT PLANNING (MRP)
ROOT CAUSE ANALYSIS
CHANGE MANAGEMENT
PRODUCTION & CAPACITY PLANNING
EDUCATION
2013
MBA
LAKE FOREST GRADUATE SCHOOL
OF MANAGEMENT
Masters of Business Administration - Business Strategy
2009
Bachelor's Degree
UNIVERSITY OF PHOENIX
Bachelor's of Science in Business Management
Integrated Supply Chain & Operations Management
TESTIMONIALS
Kelly Furtoss, Vice President Supply Chain - Kerry Ingredients
“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."
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 KPIs 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.
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​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.
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​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.
INTERESTS
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