Global Business Operations Lead

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 tolling 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.

Job Status:

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

Key Responsibilities

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

Support allocation scenarios during supply constraints

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)