locations

Germany, Düsseldorf

The main purpose of the S&OP process is to align the Sales and Operations organizations on one shared plan, with the objective to reach high customer satisfaction at the lowest cost (capex+opex). It enables them to size their main PG resources monthly with a 18 months horizon. It is the 6 to 18 months term part of the PG planning system and at this level should focus on integrating the major impacts on the PG demand (marketing phase in/out or conversion projects, adjustments to the commercial strategy…) or supply (production transfers, large maintenance action, sites upgrades…).

For PG operations, the main resources sized through S&OP are:

• Requirements for mobile assets

• Requirements for filling/handling operators based on working units defined in the TRS

• Requirements for filling fixed assets

• Requirements for Logistics means

The S&OP Leader’s mission is to orchestrate the monthly S&OP process in order to contribute to the availability of products and guarantee a high level of customer satisfaction, while optimizing production and inventory.

She/He acts as a central link between Sales and Operations teams to balance demand and supply in the mid- to long- term.

She/He prepares different scenarios and, when appropriate, prepares for arbitration in the executive S&OP meeting.

The S&OP Leader is also in charge of orchestrating the OFR monthly and weekly processes.

The S&OP Leader's mission is to operate the monthly S&OP process by organizing the four monthly S&OP loops:

• Sales Loop: prepare the forecast update based on historical data and already known impacts (projects, trends, seasonality), organize meetings with Sales Managers to share the actual vs. forecast gap analysis and gather their inputs, assemble the new forecast over 18 months under the accountability of Sales..

• Supply Loop: prepare the actual vs. planned analysis, organize meetings with Operations (Production and Logistics) representatives to update the production plan including major impacts (production transfers, main maintenance actions, projects), assemble the new production plan under the accountability of Operations. Share the new production plan with Stock and Assets.

• Pre-S&OP meeting: identify unbalances between Sales and Operations, build scenarios and simulations to balance. Prepare request for arbitrations

• Executive S&OP: organize the meeting, update the decision log, present arbitration requests, communicate the consensus plan.

The S&OP Leader is also in charge of organizing the OFR monthly and weekly loops, assembling the root cause analysis of non-OFR based on the input from Sales, Production, Logistics and Stock&Asset Teams, updating the decision log, and requesting arbitration from management when necessary.