Supply Operations Director

REPORTS

Reports to: Chief Operating Officer / Managing Director
Scope: End-to-end supply operations across one or multiple sites (manufacturing warehouses distribution); domestic and/or export
Key interfaces: Procurement Manufacturing/Plant Managers Quality & Food Safety Maintenance/Engineering Planning (S&OP) Logistics/3PL Sales/Trade Marketing Finance HR Regulatory/Customs (if export)

PURPOSE OF THE POSITION

Lead and optimize end-to-end supply operations to deliver service excellence cost competitiveness quality compliance and agility in a processed agro-food business. The role ensures the right products are produced and delivered on time in full and safely while balancing shelf-life constraints demand volatility (promotions/seasonality) raw material variability and food safety requirements.

DUTIES AND RESPONSIBILITIES

1) End-to-end supply operations leadership

Define and execute supply operations strategy aligned with growth margin and service targets.

Lead multi-site operations governance: performance reviews standard ways of working continuous improvement roadmap.

Build resilient supply capability (capacity planning dual sourcing contingency plans cold-chain readiness as needed).

2) Integrated planning & S&OP leadership

• Own/lead the supply-side of S&OP: demand review alignment supply planning constraint management and executive S&OP decisions.

• Set planning assumptions: lead times safety stocks shelf-life rules production constraints promo uplifts.

• Drive forecast-driven replenishment and reduce bullwhip effects with Sales/Marketing (promotions new launches).

3) Production planning scheduling and execution control

• Oversee Master Production Scheduling (MPS): line scheduling changeover management campaign planning and capacity utilization.

• Ensure execution discipline (daily/weekly plan adherence) rapid issue escalation and recovery plans when deviations occur.

• Optimize throughput while respecting quality holds allergen changeovers sanitation windows and maintenance plans.

4) Procurement interface & raw/packaging material availability

• Coordinate with Procurement to ensure supply continuity for key ingredients and packaging (availability MOQ lead times).

• Manage supplier performance with procurement: OTIF quality defects responsiveness documentation compliance.

• Address commodity volatility impacts via planning: buffer stocks alternative materials reformulation readiness (with QA/R&D).

5) Inventory warehousing and shelf-life management

• Own finished goods and (in some models) raw/WIP inventory performance: target stock levels inventory turns expiry control.

• Implement FEFO/FIFO discipline aging dashboards and actions to reduce slow movers and write-offs.

• Lead warehouse performance: space utilization picking accuracy cold-chain controls (if chilled/frozen) hygiene standards.

6) Logistics distribution and customer service performance

• Lead distribution strategy: network design 3PL governance transport optimization delivery scheduling.

• Drive service-level excellence (OTIF fill rate) for retail DCs distributors and foodservice customers.

• Manage export logistics (if applicable): Incoterms coordination documentation customs brokers shipping reliability.

7) Cost-to-serve and productivity improvement

Drive continuous improvement programs to reduce total supply cost:

• line efficiency changeover reduction waste reduction yield improvement

• transport and warehouse productivity

• packaging/logistics optimization (pallet patterns case configuration)

Partner with Finance to measure savings validate business cases and track benefits realization.

8) Quality food safety and compliance integration

• Ensure supply operations fully adhere to food safety and quality systems (HACCP ISO/FSSC GMP).

• Coordinate recalls/withdrawals readiness traceability drills and corrective action closures impacting supply continuity.

• Ensure packaging integrity labeling compliance and allergen management constraints are embedded into planning and execution.

9) Risk management & business continuity

Build and test contingency plans for key risks:

• raw material shortages packaging delays equipment downtime

• power outages transport disruptions cold-chain failures

• regulatory holds contamination events product recalls

Define escalation protocols crisis playbooks and recovery lead times

10) People leadership & capability building

• Lead and develop supply planning warehouse logistics and operational excellence teams (directly or via managers).

• Implement training standards succession planning and performance management.

• Foster strong cross-functional collaboration and a one-plan culture.

Qualifications :

• Degree in Supply Chain Industrial Engineering Operations Management or related field (MBA is a plus).

• Typically 1215 years in supply chain/operations with 5 years in senior leadership (Head of Supply Chain Supply Ops Director Plant-to-Distribution leader).

• Strong experience in processed agro-food / FMCG food with exposure to shelf-life management QA constraints and promo-driven demand.

Competences

A. Knowledge (what you must know)

• End-to-end supply chain in processed foods: planning manufacturing constraints warehousing distribution.

• Shelf-life dynamics FEFO/FIFO cold-chain principles (if chilled/frozen).

• Food safety & quality constraints affecting planning: HACCP/GMP allergen segregation sanitation windows traceability.

• S&OP governance demand variability drivers (promotions seasonality new launches) safety stock methods.

• Logistics and 3PL contract management; transport cost drivers and route optimization basics.

• Cost-to-serve analytics and productivity levers 

      B. Know-how (what you must be able to do)

• Build a resilient one-plan operating rhythm: S&OP cadence KPIs escalation and recovery routines.

• Translate demand signals into executable schedules under constraints and maintain plan discipline.

• Manage inventory strategically: service vs working capital expiry control slow-mover action plans.

• Lead cross-functional trade-offs (service vs cost vs quality) and make fast decisions during disruptions.

• Negotiate and govern 3PL/transport providers with measurable service and cost outcomes.

• Deliver measurable continuous improvement programs and sustain results.

C. Interpersonal skills (how you work)

• Strong leadership and stakeholder influence (especially with Sales and QA).

• Clear communication under pressure; strong escalation judgment and crisis management calm.

• Data-driven decision-making with pragmatic execution focus.

• Collaborative accountable and capable of challenging constructively.

• Ability to inspire operational teams and drive disciplined routines.

EXPECTED RESULTS

• Reliable product availability and customer service performance (high OTIF) with controlled costs.

• Strong planning discipline: improved forecast collaboration high plan adherence fewer emergencies.

• Reduced working capital through improved inventory turns and lower expiry/write-offs.

• Improved operational efficiency: reduced waste better yields improved warehouse/logistics productivity.

• Robust compliance and audit readiness with no major supply disruptions due to preventable issues.

• A capable engaged supply organization with clear governance and continuous improvement culture.

PERFORMANCE INDICATORS (KPIs)

Service

• OTIF / Fill rate by channel/customer; perfect order rate

• Customer complaints linked to delivery/availability; chargebacks (if applicable)

Planning

• Plan adherence (schedule attainment)

• Forecast accuracy at family/SKU level (in collaboration with Sales)

• Promo forecast accuracy and new launch readiness (supply perspective)

Inventory & working capital

• Inventory turns; days of inventory (DIO)

• Expiry/obsolescence write-offs (% of inventory or sales)

• Stockout rate and backorder levels

Manufacturing-supply efficiency (interface)

• Waste/yield loss % impacting supply

• Changeover time and schedule stability

• Line utilization vs constraints (where applicable)

Logistics & warehousing

• Warehouse picking accuracy; on-time dispatch

• Transport on-time delivery; damage rates

• Logistics cost per case/kg/ton; 3PL SLA compliance

Risk & compliance

• Number of major supply disruptions; time to recover (TTR)

• Audit findings impacting supply operations; traceability drill performance

People

• Safety incidents in warehousing/logistics (in partnership with HSE)

• Team capability metrics (training completion retention of key roles)

1. WORKING DOCUMENTS 

• S&OP calendar and meeting packs (demand review supply review executive S&OP).

• Master production schedule (MPS) capacity plans constraint logs recovery plans.

• Inventory policies: safety stock rules FEFO/FIFO procedures shelf-life thresholds slow-mover action lists.

• Procurement-supply alignment docs: supplier lead times MOQ service and quality scorecards risk registers.

• Warehouse SOPs: receiving storage picking dispatch hygiene and cold-chain checks.

• Transport and 3PL contracts SLAs scorecards route plans cost breakdowns.

• KPI dashboards: OTIF inventory turns expiry plan adherence logistics cost-to-serve.

• Quality integration docs: allergen matrix sanitation schedules release/hold rules recall/withdrawal playbooks.

• Business continuity plans and escalation protocols.

TOOLS

• ERP: SAP / Oracle / Dynamics / Odoo (materials inventory production purchasing order management).

• Planning/APS: Kinaxis OMP SAP IBP/APO Blue Yonder or equivalent (as applicable).

• WMS/TMS: Warehouse and transport systems (Manhattan Blue Yonder SAP EWM/TM or local solutions).

• BI/Analytics: Power BI/Tableau; Excel/Google Sheets; SQL (as needed).

• Quality systems: QMS tools traceability systems recall management workflows.

• Collaboration & governance: Teams/Slack SharePoint/Drive project tools (Asana/Trello/Notion).

•   Operational excellence: Lean tools standard work documents problem-solving templates (A3 5-Why).

Remote Work :

No

Employment Type :

Full-time