Associate Director, Global E2E Product Planning

ROLE SUMMARY

Lead the end-to-end monthly supply planning cycle within the S&OP/IBP framework in collaboration with the IBP Process Leads ensuring a feasible, cost aware, and service-oriented Supply Plan that reconciles with Demand, Finance, and Inventory strategies. Own and facilitate the Supply Review and act as the planning voice in cross functional strategic initiatives (e.g., LRP, AOP, network redesign, capacity investments, NPI ramps, risk mitigation programs).

The role embeds best practices in master planning, detailed scheduling & planning, and inventory management, while advancing maturity.

• Calendar & governance:
  Maintain a fixed monthly cadence (Data Gathering → Demand Review → Supply Review → Pre‑Exec → Executive S&OP), lock data gates, publish pre‑reads, and drive decision logs with owners and due dates. Maintain a yearly cadence for the LRP, AOP and Latest Estimated cycles.
• Inputs & assumptions:
  Validate key Supply inputs (capacity models, supplier constraints, lead times, yields, inventory policies, planned maintenance) and align units of measure/product families with the S&OP hierarchy.
• Scenario & reconciliation:
  Run what‑if scenarios to balance demand/supply and quantify service, cost, and cash impacts before Executive S&OP approval (“one set of numbers”).
• LRP Modeling (Long‑Range Planning):
  Extend modeling beyond the 36‑month horizon to evaluate multi‑year structural capacity needs, capital investment requirements, workforce strategy, network changes, technology constraints, long‑term demand shaping, and risk‑mitigation options. Link LRP outputs to AOP cycles and ensure long‑term decisions remain consistent with mid‑term S&OP/IBP governance.
• RCCP (Rough‑Cut Capacity Planning):
  In partnership with the sites, integrate RCCP as a standard monthly discipline to validate whether the proposed Supply Plan is feasible at a family or key‑resource level. Use RCCP to stress‑test bottleneck resources, supplier constraints, labor availability, strategic materials, and throughput assumptions. Ensure RCCP results feed directly into Supply Review discussions to confirm whether the plan is executable, where constraints exist, and which mitigations should be elevated for decision.

• Facilitation:
  Chair the meeting with Manufacturing, Procurement, Logistics, Inventory, and Finance to test consensus demand vs. finite capacity and material availability; highlight overloads, shortages, and labor bottlenecks.
• Decision options:
  Present mitigation choices (overtime, alternate sourcing, inventory repositioning, lead‑time expedites) with service, cost, and working‑capital impacts; publish the feasible supply plan and revised inventory outlook.
• Handoffs:
  Package alternatives for Pre‑Exec and Executive S&OP, including KPI impacts and risks/opportunities.

• Serve as planning SME on initiatives such as network strategy, cap‑ex, make‑vs‑buy, dual sourcing, NPI phase‑in/phase‑out, resilience/risk programs, and digital planning tool enhancements—linking decisions to service, cost, and cash outcomes.
• Champion S&OP/IBP linkages across Supply Chain, Finance, Sales/Marketing, and Operations to align strategic, operational, and financial plans.

• Embed CPIM practices in demand/supply balancing, master scheduling, CRP, MRP, inventory policy setting, and distribution planning; elevate data quality and planning parameter stewardship.
• Coach planners on S&OP foundations (planning horizons, family definitions, units of measure, role clarity, and meeting discipline).

• Assess S&OP/IBP process maturity and execute a roadmap toward higher stages (from “Integrate” to “Collaborate/Orchestrate”), focusing on decision quality, scenario planning, and cross‑functional alignment.
• Tighten the S&OP ↔ S&OE connection to close the plan‑to‑execution gap and enable faster, in‑cycle course corrections.

• Worldwide scope with focus on top countries, key & established brands and early assets.