Impact Evolve

Additional Lengths is seeking a Head of Supply Chain to own the end-to-end planning, procurement, inventory and logistics. You will align demand with supply, drive cost-to-serve improvements, and lead a small team including a Demand Planner and Warehouse Manager. Ideal candidates bring SME experience, strong negotiating skills, and hands-on use of Excel, WMS/ERP and ecommerce platforms such as Shopify, with a track record of improving availability and margins.

About Additional Lengths Founded over 23 years ago by hair extension expert Victoria Lynch, Additional Lengths has grown into one of the UK's leading hair extension specialists, delivering premium products to professionals and consumers worldwide, with ethical sourcing and excellence at the heart of everything we do. Headquartered in Stockton-on-Tees in the North East of England, with a co-working space in London, we combine strong regional roots with a growing national and global presence. We're home to our direct-to-consumer destination for luxury extensions, and Remi Cachet, the UK's number 1 brand for professional hair extensions, setting the industry standard for premium hair, seamless results, and ethical sourcing. As a certified B Corp, we're proud to meet the highest standards of social and environmental performance, transparency, and accountability. From ethical hair sourcing and long-term supplier partnerships to a genuine focus on employee wellbeing, we believe great business should also be a force for good. Recognised as one of the Sunday Times Best Places to Work in 2024, we foster a culture built on passion, creativity, and innovation. Our team has more than doubled in size in recent years, and with over £25 million in revenue last year, we're experiencing exceptional global expansion with continued growth ahead. Role Overview The Head of Supply Chain owns Additional Lengths' Group supply chain from end to end: aligning supply with the demand plan, purchasing stock on the best terms, holding the right inventory, and optimising our order to delivery process. The role brings demand planning, procurement, inventory and, warehousing and outbound logistics under a single owner, with accountability for cost-to-serve, product availability and working capital - reporting to the Operations Director, the role leads a team, including a dedicated Demand Planner who leads the demand forecast, and Warehouse Manager who leads customer fulfilment and goods in. Some of the main responsibilities of this role include: Procurement and supplier management Own purchasing and supplier relationships. Oversee the purchase order process in line with demand and inventory plan. Negotiate pricing, minimum order quantities, lead times and payment terms. Manage supplier performance on delivery, quality and defects. Oversee inbound logistics, lead times and imports. Product quality and ethical sourcing Set incoming quality control standards and acceptance checks, with particular rigour on human hair quality. Hold suppliers to clear ethical and labour standards, backed by audits. Maintain traceability and provenance of the hair, from source to stock, protecting both compliance and the brand. Supply risk and resilience Map and manage single supplier and lead time risk across our product portfolio. Develop alternative and second sources for critical lines. Maintain contingency and business continuity plans for supply disruption. Demand and supply planning (S&OP) Own the end-to-end plan with ultimate accountability for it. Whilst the Demand Planner leads the demand forecast; the Head of Supply Chain owns the supply planning, the balancing decision, and the plan as a whole. Chair the monthly sales and operations planning (S&OP) process, reconciling demand, supply, finance, marketing, and commercial into one agreed plan, and own the trade-offs and sign-off. Translate the agreed demand plan into the purchasing and inventory plan, allowing supply to meet demand at the right cost and working capital. Line manage and develop the Demand Planner and keep demand inputs decision read and the S&OP cadence sharp. Inventory and availability Set safety stock, reorder points and replenishment policy to maintain availability without overstocking. Balance availability against working capital and manage excess and slow-moving stock. Maintain inventory accuracy across all existing and future channels and markets, through owned distribution and 3PL partners, including appropriate stock movements. Warehousing and outbound logistics Line manage the Warehouse Manager and oversee the Warehouse operations, from goods-in to dispatch. Set outbound service levels and cost-to-serve targets and select and negotiate carriers. Own export and customs strategy and design the fulfilment network and new channels and markets are added. Cost, performance and continuous improvement Own end-to-end cost per order and per unit and reduce it while protecting service and quality levels. Track and report supply chain KPIs. Own returns end to end, driving continued improvement in returns rate, processing time and cost. Lead improvement initiatives with a costed business case and measurable outcomes. About You We're ideally looking for someone with: Significant supply chain experience spanning procurement or buying, inventory, and fulfilment or logistics within an e-Commerce, retail, beauty or consumer goods environment. Strong commercial acumen; a capable negotiator who makes decisions with margin, cost and cash in mind. Experience overseeing a warehouse or third-party logistics operation and leading an operational team. Comfortable operating hands-on in an SME with a small team. Genuinely tech-savvy; fluent in Excel or Google Sheets and confident with supply chain systems (WMS, ERP, and ecommerce platforms such as Shopify), with the appetite and ability to shape how our tools and technology evolve, not only to operate what's already in place. A track record of measurable improvement in availability, forecast accuracy and cost-to-serve. Experience, running S&OP or similar, and working with a demand planning function. Ideally some carrier and freight negotiation, and international sourcing, imports and exports. CIPS or an equivalent professional qualification would be beneficial. Experience scaling into marketplaces and international markets. Whilst the above describes the type of person we're looking for, we have great training and development capabilities, so even if you don't tick every point, we'd still love to hear from you. What's On Offer We believe great work deserves great rewards. Alongside a competitive salary, you'll enjoy a range of benefits designed to support your wellbeing, growth, and lifestyle: A collaborative, ambitious and creative culture where you can be your authentic self, contribute ideas, and play a genuine role in shaping and growing the business The opportunity to influence strategy and make a real impact in a fast-growing, award-winning brand Excellent development opportunities, with room to grow as the business scales 25 days' annual leave plus bank holidays, plus your birthday off to celebrate your day your way Our inclusive New Child Leave policy, offering up to 12 weeks' paid leave for all new parents, regardless of how your family grows Private health insurance through Vitality, supporting your long-term health and wellbeing A healthcare cash plan to help with everyday medical costs An enhanced pension scheme with salary sacrifice options, helping you plan for the future 40% staff discount on Additional Lengths products and 20% off third-party brands Death in service cover providing four times your salary for added peace of mind Enhanced sick pay, because looking after our team matters Access to our Employee Assistance Programme, offering confidential wellbeing and mental health support whenever you need it Paid volunteering days each year to support the causes that matter most to you

Hawkstone has plenty of ideas. What we don't have is anyone who decides which ones are worth doing, and then makes them happen. You'll own our innovation portfolio end to end. That starts earlier than most roles of this kind. Before anything goes into development, you work out whether it's actually worth doing: what the commercial case looks like, whether retailers want it, what it will cost, what it will take to make, and whether we can realistically deliver it in the window we have. Then you own getting the winners onto shelf. On time, in full and on cost. About Hawkstone Hawkstone is a premium British drinks brand, born on a Cotswolds farm and built on beer, cider and spirits made from grain we grow ourselves. Co-founded by Jeremy Clarkson, we have gone from a single lager to a full range in a few short years, and we are not slowing down. We are based at College Farm in Bourton-on-the-Water, with our own brewery on site. The team is small, the pace is quick, and decisions get made in the room rather than in a committee. We are now scaling properly: new formats, new categories, new markets. About the team You will report to our Operations Director and your role will sit between commercial and operations without belonging to either, which means you will need to be credible enough to challenge both. You will bring structure to how we work, but the sort of structure that speeds us up rather than slowing us down. Anyone who arrives and wraps this business in process will not last. There is no team to start with. You will build the plans yourself, and build the capability underneath you as the pipeline grows. What you'll do Decide what we do Take the pipeline of ideas and work out which are viable and which are not, before anyone starts building. Surface capacity constraints, supplier limits, tooling implications and lead times early enough to change the decision. Get the right people in the room at the start, including sales, so scope is agreed rather than assumed. Say no, or not by then, and come back with something that works. Own the portfolio Treat everything as one portfolio rather than a pile of separate projects. Set what we are doing, why, in what order and against what capacity. Hold the stop, go and pause calls, and elevate the ones that need a wider decision. Give the leadership team one clear view of what is coming and where the pressure is. Commercialise and deliver Own the critical path from approved brief to product on shelf. Supplier engagement: bottle, can and packaging partners through tooling changes, qualification and first production. Costing: build and hold the cost picture from concept through to launch. Operational validation: prove it can actually be made, at volume, to standard, by the people making it. Complexity evaluation: understand what a new format, market or partner really adds before we commit to it. Launch readiness: artwork and packaging critical path across design agencies, repro and print partners, through to on-shelf. Find and bring on new co-packers for the things we are not currently set up to make. Handle multi-market requirements including EU labelling, export packaging and market compliance. Change how we work Introduce the lightest structure that does the job, and earn the right to do it by delivering first. Win round people who are sceptical that process helps. Some of them are very senior and very fast-moving. Build the capability, and in time the team, to support the next stage of growth. What this role isn't We would rather be clear now than waste your time. It isn't an ideation role. We are not asking you to run market research or dream up concepts. We have that covered. It isn't project management. If your experience is limited to taking a signed-off brief and tracking it to a date, this will not be a fit. Whilst that is required, the hard part happens before the brief is signed off. It isn't a technical role. Brewing, liquid and quality expertise already sit in the business. It isn't a governance project. We want structure, not bureaucracy. Bring a twelve-gate framework and it will be rejected, and so will you. What you'll bring to the team You will need to evidence all of this: Senior influence that changed something. You have changed how senior people want to work and made it stick, without damaging the relationship. This matters more than anything else on this list. Commercial judgement. You have decided whether ideas were worth doing, built the case, and told someone senior when the answer was no. Portfolio ownership. You have run multiple concurrent launches as a portfolio, owning sequencing and priority. Not just a tracker. Real packaging depth. Packaging and artwork development, design agencies, tooling, print, multi-market compliance. You have built structure where there wasn't any. And kept it light. We want to hear what you deliberately left out. Third-party manufacturing. You have held co-packers and external partners to a critical path without any contractual leverage. Helpful, but not essential Drinks or alcohol experience. Food, FMCG and other consumer categories are all welcome if the packaging and commercial evidence is there. A network of co-packers and manufacturing partners you can bring with you. Experience scaling a business into new international markets. The instinct to spot a different route to the same commercial outcome. What good looks like after a year Every live project has an owner, a plan and a visible position. Ideas get tested before work starts, so nothing goes into development that a retailer does not want. Launches land to plan rather than by firefighting. There is a lightweight process people actually use, because it makes their lives easier. The people who were most sceptical bring their ideas into the process early, rather than working around it. Package Competitive Salary and Package Pension If this sounds like you and you would love a chance to work with and shape one of the fastest-growing brands in the UK - We want to hear from you.

Your mission Hawkstone has plenty of ideas. What we don't have is anyone who decides which ones are worth doing, and then makes them happen. You'll own our innovation portfolio end to end. That starts earlier than most roles of this kind. Before anything goes into development, you work out whether it's actually worth doing: what the commercial case looks like, whether retailers want it, what it will cost, what it will take to make, and whether we can realistically deliver it in the window we have. Then you own getting the winners onto shelf. On time, in full and on cost. About Hawkstone Hawkstone is a premium British drinks brand, born on a Cotswolds farm and built on beer, cider and spirits made from grain we grow ourselves. Co-founded by Jeremy Clarkson, we have gone from a single lager to a full range in a few short years, and we are not slowing down. We are based at College Farm in Bourton-on-the-Water, with our own brewery on site. The team is small, the pace is quick, and decisions get made in the room rather than in a committee. We are now scaling properly: new formats, new categories, new markets. About the team You will report to our Operations Director and your role will sit between commercial and operations without belonging to either, which means you will need to be credible enough to challenge both. You will bring structure to how we work, but the sort of structure that speeds us up rather than slowing us down. Anyone who arrives and wraps this business in process will not last. There is no team to start with. You will build the plans yourself, and build the capability underneath you as the pipeline grows. What you'll do Decide what we do Take the pipeline of ideas and work out which are viable and which are not, before anyone starts building. Surface capacity constraints, supplier limits, tooling implications and lead times early enough to change the decision. Get the right people in the room at the start, including sales, so scope is agreed rather than assumed. Say no, or not by then, and come back with something that works. Own the portfolio Treat everything as one portfolio rather than a pile of separate projects. Set what we are doing, why, in what order and against what capacity. Hold the stop, go and pause calls, and elevate the ones that need a wider decision. Give the leadership team one clear view of what is coming and where the pressure is. Commercialise and deliver Own the critical path from approved brief to product on shelf. Supplier engagement: bottle, can and packaging partners through tooling changes, qualification and first production. Costing: build and hold the cost picture from concept through to launch. Operational validation: prove it can actually be made, at volume, to standard, by the people making it. Complexity evaluation: understand what a new format, market or partner really adds before we commit to it. Launch readiness: artwork and packaging critical path across design agencies, repro and print partners, through to on-shelf. Find and bring on new co-packers for the things we are not currently set up to make. Handle multi-market requirements including EU labelling, export packaging and market compliance. Change how we work Introduce the lightest structure that does the job, and earn the right to do it by delivering first. Win round people who are sceptical that process helps. Some of them are very senior and very fast-moving. Build the capability, and in time the team, to support the next stage of growth. What this role isn't We would rather be clear now than waste your time. It isn't an ideation role. We are not asking you to run market research or dream up concepts. We have that covered. It isn't project management. If your experience is limited to taking a signed-off brief and tracking it to a date, this will not be a fit. Whilst that is required, the hard part happens before the brief is signed off. It isn't a technical role. Brewing, liquid and quality expertise already sit in the business. It isn't a governance project. We want structure, not bureaucracy. Bring a twelve-gate framework and it will be rejected, and so will you. What you'll bring to the team You will need to evidence all of this: Senior influence that changed something. You have changed how senior people want to work and made it stick, without damaging the relationship. This matters more than anything else on this list. Commercial judgement. You have decided whether ideas were worth doing, built the case, and told someone senior when the answer was no. Portfolio ownership. You have run multiple concurrent launches as a portfolio, owning sequencing and priority. Not just a tracker. Real packaging depth. Packaging and artwork development, design agencies, tooling, print, multi-market compliance. You have built structure where there wasn't any. And kept it light. We want to hear what you deliberately left out. Third-party manufacturing. You have held co-packers and external partners to a critical path without any contractual leverage. Helpful, but not essential Drinks or alcohol experience. Food, FMCG and other consumer categories are all welcome if the packaging and commercial evidence is there. A network of co-packers and manufacturing partners you can bring with you. Experience scaling a business into new international markets. The instinct to spot a different route to the same commercial outcome. What good looks like after a year Every live project has an owner, a plan and a visible position. Ideas get tested before work starts, so nothing goes into development that a retailer does not want. Launches land to plan rather than by firefighting. There is a lightweight process people actually use, because it makes their lives easier. The people who were most sceptical bring their ideas into the process early, rather than working around it.