Senior Vice President of Supply Chain

Ramp Talent•Los Angeles, CA

About The Position

Nabis is the #1 licensed cannabis wholesale platform in the world with the largest portfolio of cannabis brands, supplying $1B+ worth of cannabis products per year from hundreds of brands to retailers across California, North East, and Nevada. Our mission is to empower the world to discover cannabis by providing choice, access, and innovation. We're at the forefront of this movement and are building an innovative technology-first platform to scale the entirety of the cannabis industry. Through dedication to enhancing efficiency, transparency, and customer satisfaction, Nabis is paving the way for sweeping legalization. Our team, backed by Y Combinator and from a celebrity roster of tech luminaries and celebrities, including DoorDash co-founder Stanley Tang, NFL Hall of Famer Joe Montana, Gmail creator Paul Buchheit, and Twitch co-founder Justin Kan, is scaling the cannabis supply chain with technology and our ultimate goal is to become the largest distributor of cannabis products in the world. As SVP of Supply Chain, you own how product moves through Nabis and what it costs. You report to the President and you are accountable for the largest controllable cost pool in the company: the labor model, the network, the inventory, the fleet, and the systems that hold it all together. You inherit a network that has grown faster than its design. Our primary California hub has gone from roughly half full to roughly full in a year and runs out of inventory space in March 2027. New York just crossed a million units in a month and posted its worst cost per unit and worst operating margin in the same month. Our warehouse management system throws sync failures and cannot carry the New Jersey launch on its own. There is a documented pipeline of savings sitting behind engineering capacity, a reverse fulfillment problem measured in seven figures, and no career path from associate to manager anywhere in a function that is 79% of the company. Your job is to build the operating system that makes 40% volume growth cheaper per unit rather than more expensive, and to do it while launching a new state and deciding where the next two facilities go. This is a build-the-machine role, not a run-the-machine role.

Requirements

12+ years of progressively senior supply chain or distribution leadership, with at least 5 years owning a multi-site network directly , not through third parties. This is the non-negotiable qualification.
Has personally owned a controllable cost base of $50M+ and can speak to cost per unit, cost per mile, and cost to serve as numbers they moved rather than reported.
Systems ownership at the architecture level. Has led a WMS or ERP selection or implementation, knows what data has to move between systems, and can say precisely where tracking breaks when integration is incomplete.
Network design and capacity planning. Has made a real footprint decision under a real constraint, including the licensing and permitting timeline, and can defend it after the fact.
Automation and capital discipline. Has built and defended a business case with a payback period and lived with the outcome.
Regulated-industry instincts. Cannabis, alcohol, pharmaceuticals, food, or another chain-of-custody environment. You treat compliance as a design constraint, not an obstacle.
People leadership at scale across hourly and salaried populations, in multiple sites and multiple states, including building career architecture where none existed.
Comfortable in a business that is not yet where it needs to be. You will find the numbers unflattering, the data incomplete, and the roadmap contested. That is the job.

Nice To Haves

Multi-state buildout experience
A facility launched from zero
Experience integrating an acquisition
Fleet and last-mile background

Responsibilities

Own cost per unit. Set the labor model, productivity standards, and shift design across every site. Take New York from $0.534 per unit toward sub-$0.35 and California from $0.296 toward $0.27, and hold the line as volume grows.
Own gross margin on the supply chain line. Build a savings program that is real, netted against forgone revenue, and traceable from a slide to the P&L.
Design the network. Make the California capacity call, answer where New York inventory lives, stand up New Jersey, and build the fully loaded cost per unit delivered model that all three decisions get made on.
Own the systems. Settle WMS build versus buy. Define the data layer, the integration standards, and what has to be true before a new state goes live. Make the business case for automation and hold it to payback.
Own inventory. Days on hand, accuracy, slotting, replenishment, and the cycle count discipline that keeps a 1.5 million unit building at under 1% variance.
Own vendor and 3PL economics. Procurement, contracts, brand onboarding logistics, and the chargeback architecture for damage and rejections we did not cause.
Run market operations through your leadership team. Regional directors of operations execute inside the standards you set. You are accountable for whether those standards make quality of service achievable.
Serve the GMs. The regional GMs own their P&Ls and are your internal customers. Cost to serve and service level are your product. Build the joint operating cadence and the shared scorecards that make that relationship work without a reorg every quarter.
Build the team. Create the career path, the curriculum, and the leadership bench. Hire the network design and procurement leadership this function does not have.
Be capital disciplined. We are running with $4M to $6M of forecast EOY net liquid cash against roughly $2.5M of near-term capital asks. Every case you bring needs a payback and a plan B.