Customer Supply Chain Manager

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Your role at Clorox:

The Customer Supply Chain Manager (CSCM) is a critical owner within Clorox Logistics, accountable for end-to-end orchestration of service, cost, cash, and growth for assigned customers.

The CSCM integrates Logistics into Sales, IBP, and Finance decision forums, using decision-safe data, cost-to-serve insights, and scenario analysis to make and communicate clear trade-off decisions. Success in this role requires strong financial acumen, disciplined operating rigor, and the ability to translate complexity into actionable recommendations and strategies that accelerate smart growth while protecting cost and service outcomes.

In this role, you will:

End‑to‑End Customer & Network Ownership

* Own end‑to‑end customer supply chain performance across order‑to‑cash, including service, inventory, cost‑to‑serve, fines, cash, and compliance outcomes.

* Act as the primary supply chain integrator for assigned customers, connecting Sales, IBP, Planning, Logistics, Finance, Order Management, Transportation, and external partners.

* Serve as the subject‑matter expert on Clorox supply chain programs and Customer supply chain behaviors, constraints, and opportunities; use these insights to influence commercial and operational decisions.

* Represent Logistics in cross‑functional decision forums with clear ownership and accountability, reducing escalation and enabling faster decisions.

Decision‑Safe Analytics & Digital Fluency

* Develop and apply decision‑safe analytics to enable faster, more consistent decisions as automation and AI increase.

* Interpret dashboards, system outputs, and AI‑enabled insights to assess service, cost, and growth implications.

* Focus analytics on a small set of decision‑critical inputs ("golden inputs") embedded directly into planning and operating workflows.

* Use objective analytics to anticipate risk, demand shifts, service instability, and cost exposure.

Cost‑to‑Serve & Financial Acumen Leadership

* Own customer‑level cost‑to‑serve analysis, including transportation, warehousing, inventory positioning, fines, service recovery, and operational touches.

* Quantify financial impacts of service model decisions, customer collaboration efforts, and operational improvement initiatives.

* Translate freight spend, fines, and service variability into targeted, high‑ROI corrective actions.

* Partner closely with Finance to improve forecasting accuracy, accrual discipline, and proactive management of logistics spend and fines risk.

* Understand and communicate working‑capital and cash impacts associated with inventory, dwell, and service decisions.

Trade‑Off & Scenario Decision Making

* Partner with Sales, IBP, and Finance to evaluate scenarios tied to demand volatility, promotions, capacity constraints, and growth initiatives.

* Lead fact‑based trade‑off discussions that balance service commitments, cost discipline, cash impact, and growth priorities.

* Clearly communicate recommendations, assumptions, risks, and downstream impacts to senior stakeholders.

* Operate within defined decision rights, resolving trade‑offs at the lowest appropriate level and escalating only when thresholds are exceeded.

* Reinforce governance clarity on which growth bets are approved, paused, or exited based on service and cost realities.

Operational Rigor & Continuous Improvement

* Drive performance across KPIs including order fill, OTIF, inventory health, on‑shelf availability, customer compliance, and cost‑to‑serve.

* Lead structured root‑cause problem solving (e.g., A3 / 5 Whys) on service misses, fines, and cost variances.

* Hardwire standard work, clear process ownership, and repeatable controls across OTC and embedded Logistics activities.

* Establish and sustain standard operating rhythms (weekly and monthly reviews) with clear owners, actions, and outcomes.

Customer Collaboration & External Partnerships

* Enable segmented…