Business SIOP Leader
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About The Position
The Power Products Business SIOP (Sales, Inventory and Operations Planning) Leader is responsible for managing and executing the SIOP process at the Business Unit (BU) level, focusing on mid- and long-term discussions. This role involves consolidating executive outputs and managing minor flows that are not handled through the network. The SIOP Leader must understand the business stakes for the mid and long term, validating business ambitions, and integrating planning to align with Network SIOP leaders regarding any risks on demand and supply for escalation at the BU level. Additionally, the leader is tasked with aligning plans back into the networks and leading the Shortage Taskforce for global Red Alerts under allocation status to expedite the return to normal operations. The SIOP Leader will run the SIOP Business Executive Meeting according to the defined playbook, dedicating approximately 30% of their time to this responsibility. They will also manage the Network SIOP Leader functionally and directly oversee Supply or Demand Planners for minor flows. Regular assessments of SIOP maturity and the network structure will be conducted to raise SIOP maturity to best-in-class standards, which will take up about 20% of their time. The leader will monitor Lob Supply Chain Readiness coverage and control the process through maturity self-assessment while participating in audits. They will contribute to the SIOP Community and participate in external events to stay informed about supply chain planning practices. The role requires securing maximum leverage on the End-to-End digital platform, such as Kinaxis, to extract business value and efficiency, which will also take about 20% of their time. The SIOP Leader will support or lead the Red Alert process, closely monitor and detect risks, and evaluate crisis levels, dedicating 10% of their time to this task. They will set up and lead the Shortage Taskforce for global Red Alerts and monitor the Supply Chain Performance End to End for a set of Product Lines in terms of On-Time Delivery (OTD), inventory, lead times, and shortages, which will take another 10% of their time. Finally, they will optimize the supply chain flow, dedicating the remaining 10% of their time to this responsibility.
