Manager / r – EM SCM

S&OE & Supply Operations:Deploying the S&OE process. Ensuring the S&OE meetings take place, gathering required inputs, preparing for the meetings, facilitating and summarizing them to drive decision making and prepare for the following weekly cycle respectively. Building a strong integration of planning with execution through the interaction of S&OE and S&OP.Keeping participants on track and moving toward managing execution priorities, balancing short-term demand and supply and dealing with S&OP plan exceptions.

This is done for the defined cadence (weekly) and execution horizon (0 — 12 weeks). Validates the demand with POs available, LCs required, Regulatory clearances, Artwork Details, SKU codes, IL Check, Mfg License Check, Min Shelf Life requirement, Pre shipment documents submission to customer & timelines, Regulatory Confirmation and any other Customer Specific requirement to ensure that the plan is achieved. Drives batch release and prioritization with QA and QC for meeting the plan and revenue targets.

Drive weekly demand – supply meetings with Regional Commercial teams. Order management and driving all documentations related to shipments with CFT teams. Drives the Shipment planning with Logistics teams and mitigates risks/ delays proactively to incur no demurrage/ penalties on shipments.

Shares the Supply plan with dates of Release and Shipment with the larger CFT teams and S&OP stakeholdersLead the effort to implement and advocate S&OE: Spearhead the S&OE initiative and champion it across the organization by being the main point of contact for S&OE related queries or discussions. Prepare for the S&OE meeting: Prepare and share a pre-read for the meeting which contains a list of agenda items and data that can inform decision making. Maintain a comprehensive view of demand, supply and financial aspects of supply chain operations and use it to identify short-term executional issues.

Highlight ways that link tactical planning with granular execution (in case of significant deviations) to control operational costs. Additionally, identify and highlight risks and opportunities to inform decision making in the S&OE meeting. Facilitate the S&OE meeting: Facilitate the S&OE meeting in the form of a live working session, ensuring that all information is presented and discussed, all stakeholders are engaged, decisions are made and agreed upon, and execution plans are documented with owners and completion dates.

Lead the effort to implement and advocate S&OE: Spearhead the S&OE initiative and champion it across the organization by being the main point of contact for S&OE related queries or discussions. Prepare for the S&OE meeting: Prepare and share a pre-read for the meeting which contains a list of agenda items and data that can inform decision making. Maintain a comprehensive view of demand, supply and financial aspects of supply chain operations and use it to identify short-term executional issues.

Highlight ways that link tactical planning with granular execution (in case of significant deviations) to control operational costs. Additionally, identify and highlight risks and opportunities to inform decision making in the S&OE meeting. Facilitate the S&OE meeting: Facilitate the S&OE meeting in the form of a live working session, ensuring that all information is presented and discussed, all stakeholders are engaged, decisions are made and agreed upon, and execution plans are documented with owners and completion dates.

Follow-up post S&OE meeting: Ensure that decisions from the meeting are communicated to each function/department/team to ensure that execution is taking place. Support S&OP: Take the output of S&OE to S&OP as key issues need to be escalated for decisions. Present the impact of cost, inventory or service identified from demand and supply reconciliation from S&OE in S&OP.

Highlight the impact of change made in the production and purchasing plans during the S&OE process. Ensure timely decisions and executions via a closed loop between S&OP and S&OE. Sustain the S&OE process: Ensure that the S&OE process is sustained to the intended level of maturity.

Onboard newcomers from different functions on the process and engage them on the key expectations. Support in hiring and training demand and supply planners. Share and reapply best practices with other business units/geographies.

Improve the S&OE process:Report metrics back to the S&OE decision maker (usually commercial in high maturity organizations) and the team to identify progress and root causes. Use analytical tools to understand areas for opportunity and change. Document current process and work with the S&OE decision maker on continuous improvement, challenges with the process and options to improve the process.

Continuously seek feedback from stakeholders on the process, meeting effectiveness, metrics and subsequent activities to identify issues to resolve. Periodically conduct health checks on the process and outcome.