Senior Divisional Planner
MISSION:
The Lifecycle Management team supports the brands and business by managing the end-to-end lifecycle of the products, in line with the brand strategy, from initial conception, through maturity, until phase-out and disposal of discontinued products. It is the interface between business and supply chain.
KEY RESPONSIBILITIES:
Initiative sizing:
- Establish for each initiative the global potential for the launch (in $ and units), in alignment with CCO, Global/Trade Marketing and Division Finance + track and analyze deviations between reality and target + deploy action plan to close the gaps.
- Ensure MOQ for new initiatives are in line with each launch potential.
Arbitration:
- Arbitrates with Division finance if compromises must be made versus the standard rules of coverage (cost vs cash approach).
- Set up with Planning Hub and Trade Marketing the targeted safety stock (SS) strategy according to supply lead-times and business opportunities. Revise the SS strategy after first sell-out results.
Launch monitoring:
- Track on a monthly basis launch Initiative (calendar) & communication of changes.
- Manage commercial priorities (arbitrage) / early shipment request where required.
Growth & Maturity monitoring:
- Create, maintain, and communicate the brand's product catalogues.
- Carry on annual analysis on brand portfolio ('portfolio management').
- Monitor low forecast SKUs and propose catalogue to reduce complexification.
PIPO / DISCO MANAGEMENT:
- Develop the PIPO strategy to meet project financials and monitor performance vs this target.
- Understand input from regional portfolio optimization and develop recommendation for discontinuation aligned with Brand strategy.
- Guarantee all candidates to PIPO or DISCO are validated or rejected.
- Ensure a target Disco Date is aligned with Trade Marketing (commercial BU) for validated PIPO / DISCO candidates.
- Validate the best Disco / PIPO strategy after feedback from Planning Hub (effective disco date (potentially different than trade Marketing initial target) to minimize liabilities, returns and missed sales.
Excess management (saleable & non-saleable):
- Manage excess stock from a Business POV: develop with commercial teams' tactical action plan to deplete and structural avoidance action plan.
Country/Region: ES
City: Granollers
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