Director of Wholesale Operations at South Mountain Creamery

Chambersburg, Pennsylvania, United States -

Full Time

Start Date

Immediate

Expiry Date

30 Aug, 26

Salary

0.0

Posted On

02 Jun, 26

Experience

10 year(s) or above

Remote Job

Yes

Telecommute

Yes

Sponsor Visa

Skills

Production Scheduling, Inventory Management, Logistics Coordination, P&L Management, People Leadership, Supply Chain Management, Process Improvement, B2B Relationship Management, Capacity Planning, Performance Management, Order Fulfillment, Root Cause Analysis

Industry

Food and Beverage Services

Description

Description SECTION 1 — POSITION OVERVIEW The Director of Wholesale Operations owns the complete operational lifecycle of the wholesale revenue stream — from production at the PA plant through delivery to all distributors and direct B2B accounts. This is a full-accountability, end-to-end ownership role. Reports to CEO Revenue stream Wholesale — Distributors and Direct B2B Accounts Primary location Chambersburg, PA Direct reports PA Plant Manager, WS Delivery Lead, PA Dock Manager, PA Maintenance Manager P&L accountability Wholesale Operations P&L (as structure matures) SECTION 2 — SCOPE OF OWNERSHIP The following areas are fully owned by this role. Ownership means accountability for results, process, people, and continuous improvement — not just day-to-day management. Production & Planning • Production scheduling aligned to wholesale demand and distributor commitments • Coordination of plant capacity and priority for wholesale orders • Raw material and packaging readiness for wholesale SKUs • Quality standards from production through shipment • Production forecasting for wholesale stream Packing & Fulfillment • Pack-out scheduling and labor coordination • Order accuracy and pick/pack processes • Inventory management for wholesale-ready product • Damage, shrink, and waste reduction Delivery & Logistics • On-time delivery to all distributors and direct B2B accounts • Carrier and logistics coordination for wholesale routes • Delivery exception management — shorts, substitutions, mis-picks • Route efficiency and cost per case delivered Customer Relationships — Operational • Day-to-day operational relationships with distributors and B2B contacts • Order confirmation, lead time communication, and change management • Proactive communication on supply issues before they become customer issues • Customer complaint resolution — owned at this level, not escalated People & Team • Regular 1:1s with all direct reports — structured, with a written agenda • Clear performance expectations set and documented for each direct report • Coaching, development, and accountability for the wholesale ops team • Culture — tone, energy, and environment within the wholesale operation Decision Rights Yours to make without escalation: • Production scheduling and sequence for wholesale orders • Labor assignments within wholesale operations • Order prioritization when capacity is constrained • Operational process changes within your team • Repair, parts, supplies authorization up to $5K • Coaching and performance management of your direct reports • Personnel decisions – Hiring and terminations Require leadership alignment before acting: • New customer commitments or volume guarantees • Pricing, credit, or commercial terms changes • Capital expenditure or new vendor onboarding • Personnel decisions — compensation changes Requirements SECTION 3 — BEHAVIORAL EXPECTATIONS These expectations define HOW this role is performed. They are non-negotiable and will be evaluated alongside KPI results. Strong numbers achieved through poor practices, repeated escalations, or cultural damage will not constitute success. Expectation: Own problems, don’t pass them What It Means: When an issue arises, your first move is to contain it and solve it. You bring leadership a summary of what happened and what you did — not a request to intervene. What Success Looks Like: Issues resolved at your level. Escalations are rare and appropriate. Expectation: Build processes, not workarounds What It Means: When something fails repeatedly, diagnose the root cause and build a documented process that prevents recurrence. Workarounds keep things running — processes fix them. What Success Looks Like: 2–3 documented process improvements per quarter. Expectation: Communicate proactively What It Means: Customers and leadership hear about problems from you before they discover them. Early, honest communication — even with bad news — is a core expectation. What Success Looks Like: No surprises. Issues surfaced early with a plan attached. Expectation: Develop your team What It Means: You are accountable for the performance of your team, not just your own. Coach, document expectations, and address performance gaps directly. What Success Looks Like: Your direct reports are growing. Performance issues are managed, not routed up. Expectation: Close the loop What It Means: When assigned a task or deadline, it gets done. If timelines change, you communicate before the deadline — not after. What Success Looks Like: Commitments honored consistently. Expectation: Set a positive tone What It Means: The energy and culture you bring to the operation is contagious. People should feel supported and challenged by you — not managed around. What Success Looks Like: Team feedback reflects a director who is present, direct, and supportive. Experience Preferred Requirements: 8-10 years of People Leadership experience 2-3 years of manufacturing experience

Responsibilities

The Director of Wholesale Operations owns the end-to-end operational lifecycle of the wholesale revenue stream, from production at the PA plant to delivery to B2B accounts. This includes managing production scheduling, fulfillment, logistics, and leading a team of plant and delivery managers.