Senior Manager, Supply Chain Planning

What You'll Do

Build Demand and Supply Planning Capability

• Develop the demand planning approach for strategic programs, including forecast methodology, demand signal integration, and forecast accuracy measurement
• Build supply planning processes that translate customer demand into partner capacity requirements, production placement, and lead time commitments
• Establish a planning cadence across programs, including a recurring supply and demand review with commercial, operations, and partner network stakeholders
• Define the planning data model, inputs, and system requirements; partner with Product and Data teams to make them real
• Create scenario and sensitivity models to test the impact of volume shifts, capacity constraints, partner attrition, and program ramps
• Set and track the planning KPIs that matter: forecast accuracy, capacity coverage, on-time delivery risk, and inventory exposure

Deliver Analysis That Drives Decisions

• Own the analytical work behind strategic program decisions, including capacity investment, sourcing footprint, cost-to-serve, and inventory strategy
• Build a consolidated view of demand, committed capacity, and program loading across the strategic program portfolio
• Surface supply risk early with quantified impact and clear mitigation options
• Translate analysis into recommendations that leadership can act on, and follow through to implementation
• Build reusable models and reporting rather than one-off analyses

Program Manage New and Emerging Opportunities

• Take direct program management ownership of new and emerging strategic opportunities that do not yet have an established operating model
• Structure the problem, define the operating approach, and stand up the working team across internal and external stakeholders
• Drive execution against timeline, cost, quality, and delivery commitments through the pilot and ramp phases
• Establish the governance, metrics, and handoff criteria required to transition the program to a steady-state owner
• Capture what worked and codify it into the broader Strategic Program Enablement playbook

Partner Across the Organization

• Work closely with Sales and Account teams to convert customer roadmaps into planning inputs
• Partner with the Partner Network and field engineering teams on capacity qualification and production placement
• Align with Finance on volume assumptions, cost models, and margin implications
• Collaborate with Product and Engineering to improve planning tools, data quality, and reporting
• Communicate planning assumptions, risks, and tradeoffs clearly to senior leadership

What You'll Need

Core Qualifications

• Bachelor's degree in Business, Engineering, Supply Chain, Economics, or a related field
• 5-10 years of experience in supply chain, spanning demand planning, supply planning, sourcing, or operations strategy
• Demonstrated experience building planning processes or capabilities, not only operating existing ones
• Strong quantitative and modeling skills; advanced Excel required, SQL or a comparable analytical tool strongly preferred
• Experience managing programs or projects end to end with cross-functional stakeholders
• Excellent written and verbal communication, including the ability to present analysis to senior leadership

Preferred Qualifications

• Experience at a top-tier management consulting firm, particularly in operations or supply chain practice
• MBA or advanced degree in a quantitative or operations discipline
• Experience in manufacturing, contract manufacturing, or a multi-supplier network environment
• Familiarity with ERP, planning systems, and supply chain analytics platforms
• Exposure to S&OP or IBP process design and implementation

How You Work

• Structures ambiguity quickly and is comfortable being the first person to work a problem
• Data-driven by default, with the judgment to know when the data is good enough to decide
• Builds durable processes rather than heroic one-time efforts
• Influences without authority across commercial, operational, and technical stakeholders
• Owns outcomes through implementation, not just recommendations