Global Business Operations Lead

The Global Business Operations Lead is responsible for providing supply and manufacturing strategic and competitive perspective and driving operational execution and discipline for assigned Assets, ensuring that Asset strategies defined by the Business Management Team are executed effectively across Supply Chain, Manufacturing, Procurement, Quality, Regulatory and Planning. The role acts as the single operational integrator at Asset level, coordinating activities and ensuring follow-through, without owning final decisions on asset strategy, external toller siting, or internal manufacturing allocation.

This role is designed to strengthen execution and clarity without altering decision ownership. The Global Business Operations Lead enables faster, better-informed decisions and reliable operational delivery through discipline, coordination, and transparency. The GAOL speaks on behalf of the business management team across all operations.

• Full-Time
• Reports to:
  
  Global Portfolio Business Manager

• Coordinate and lead Asset-level operational S&OP activities
• Prepare structured scenarios, risks, and impact analysis to support Business Manager decisions
• Ensure unresolved issues are properly escalated and tracked to closure

• Translate Asset priorities into executable supply, manufacturing, regulatory and inventory plans
• Coordinate cross-functional execution across Supply Chain, Manufacturing, Procurement, Regulatory, and Quality
• Ensure operational readiness for launches, volume changes, and regulatory or formulation updates

• Act as the operational Asset interface toward Global Supply Chain and Internal Manufacturing
• Provide operational input to Global Supply Chain to support siting decisions
• Coordinate with Regional Manufacturing Heads on internal execution and capacity alignment

• Drive execution of approved inventory and safety stock strategies
• Monitor and explain key operational variances (service, PPV, LCR)

• Coordinate major quality or operational issues at Asset level
• Ensure structured escalation, corrective action follow-up, and closure

• Act as the Asset-level operational integrator across all relevant functions
• Ensure decisions are documented, executed, and reviewed for effectiveness
• Strong capability to lead and structure Asset-level S&OP processes, ensuring disciplined execution and decision-making
• Deep understanding of planning processes and tools, including ERP systems and data structures, with the ability to translate data into actionable insights
• High execution focus with strong follow-through, ensuring alignment, escalation, and closure of operational actions
• Strong business acumen, with ability to balance service, cost, and inventory trade-offs and provide clear operational recommendations
• Ability to influence and drive alignment across cross-functional teams without direct authority (Supply Chain, Manufacturing, Procurement, Quality, Regulatory)
• Experience in complex, multi-region supply chains with strong coordination requirements across internal and external manufacturing networks
• Capability to establish or improve processes, including S&OP governance, performance tracking, and cross-functional ways of working

• Business Manager(s): alignment on priorities, escalation of risks, preparation of scenarios and decision support
• Global Supply Chain: coordination on external tolling, supply constraints, and allocation decisions
• Regional Manufacturing Heads and Sites: alignment on internal production execution, capacity, and operational performance
• Procurement: coordination on raw material availability, supplier constraints, and cost drivers impacting Asset performance
• Quality: management of major quality issues, escalation, and corrective action follow-up
• Regulatory: alignment on regulatory changes impacting supply, formulation, or product availability
• Planning (Global/Regional): coordination of demand, supply plans, and S&OP cycles to ensure alignment between planning and execution

• Service Level / OTIF for assigned Assets (global and regional view)
• Lost sales or back orders due to product non-availability
• Inventory level vs target and safety stock adherence
• Inventory aging and obsolescence exposure
• Purchase Price Variance (PPV) and key drivers impacting cost performance
• Margin performance vs budget or prior year (where influenced by operational execution)
• Premium freight / expedite cost as indicator of execution stability
• Production and supply plan adherence (internal sites and tollers)
• Resolution time for major operational or quality issues
• Closure rate of escalations and action items
• S&OP effectiveness indicators (process adherence, forecast reliability, alignment between plan and execution)