Type : Job card

The S&OP Manager works ondrawing up the PIC (industrial and commercial plan) through a monthly collaborative decision-making process. Through cross-functional meetings (Sales, Marketing, Production, Supply Chain, Finance, etc.), this enables the company to achieve a balance between sales, internal capacities and financial objectives in the form of a single, achievable plan.
In this capacity, the S&OP Manager draws up and makes available internally sales forecasts for a product range (short, medium and long term) for one or more factories and in one or more countries. These forecasts are then used toset up the production lines needed to guarantee product availability and optimize inventory levels. He/she will then ensure that these forecasts are carried out throughout the chain, right up to delivery to the customer.
He/she coordinates the monthly S&OP process.
He/she analyzes discrepancies between actual and forecast results, and proposes solutions to reduce these discrepancies. He/she refines forecasts using additional information (seasonality, product life cycle, marketing plans, sales reports, etc.).
The S&OP Manager works closely with the Marketing, Sales, Finance and Operations Departments at French and international level.
He/she ensures the availability of components for product launches.
He/she analyzes the quality of forecasts and decides on corrective action if necessary.
He/she initiates and leads continuous improvement projects in sales forecasting and demand planning.
He/she manages inventory levels and implements the necessary actions/processes to minimize them.
He/she optimizes sales forecasting and flow management tools, and leads sales forecasting, flow forecasting and S&OP arbitration meetings.
The S&OP Manager may be required to manage a team of several people, generally made up of Demand Planners and Supply Planners.

The Planning Manager plays a global role in anticipating andsteering Supply Chain processes.
He/she is responsible foroptimizing the load/capacity ratio within his/her perimeter (line, Business Unit, plant or multi-site). He/she anticipates periods of imbalance, and decides with the Supply Chain Manager which levers to activate to achieve balance. In this way, he works on adjusting resources according to production capacities and workload plans. If necessary, he/she arbitrates in the event of disruptions, in order to optimize the
satisfaction of both internal and external customers.
He/she is a driving force, based on feedback from the Forecasters, in the preparation andanimation of the PIC (industrial and commercial plan) and the PDP (master production plan). When suppliers are listed or discontinued, the Planning Manager must integrate this transition into production as far as possible.
Depending on the company and its products, the Planning Manager works with factories and subcontractors over a short, medium or long term horizon.
The Planning Manager differs from the Scheduling Manager in that he/she has a longer time horizon and a larger steering grid. In some organizations, the Planning department also carries outscheduling. In this case, he/she defines the order in which production orders are to be committed, works with the Production Manager to draw up production schedules, and distributes the workload between the workshops.
He/she is responsible for monitoring key performance indicators linked to production, but also to suppliers.
In parallel with his/her operational functions, he/she works to rationalize and optimize the planning processes within his/her scope.
He/she plays a highly cross-functional role, interfacing between production, logistics operations (procurement, etc.) and sales. In some organizations, the Planning Manager may also manage Procurement.

The Import/Export Logistics Manager supervises an operational team (from 2 to 10 people), generally divided by geographical zone. He/she is in charge of the administrative management of international orders and transport of goods.
The scope of his/her actions and responsibilities is wide, from placing orders, managing the documentary and insurance chain, checking and paying invoices, managing disputes, to managing physical flows.
He/she is responsible for calculating the import cost price and/or the minimum transfer price for exports, integrating all costs from the provision of goods to the place of delivery, under conditions agreed with suppliers and final customers, depending on the incoterm.
He/she draws up the back-planning for administrative and logistical transport milestones, in order to control costs and optimize lead-times.
He defines and ensures compliance with operational and regulatory procedures in place within his team and with his internal and external interfaces.
He is also involved in projects to set up Information Systems which impact physical and administrative flows.
He proactively proposes solutions in the event of deviation and/or disputes, and ensures their implementation in order to guarantee the integrity of the goods and meet deadlines.
He/she plays an active role in drawing up transport and logistics specifications, selecting the various service providers and assessing their quality of service during the operational phase.
As part of a continuous improvement approach, he/she identifies and proposes re-engineering programs to optimize flow diagrams and transport solutions in terms of quality and costs. He/she sets up an effective monitoring system for standards and regulations relating to international trade, which he/she shares with the players in the chain concerned as an expert.
Depending on the sensitivity of the products, he/she may be involved with the Quality/Operations Departments, in the process of obtaining and implementing Authorized Economic Operator (AEO) approval.
He plays a key role in interfacing and communicating with all players in the chain (suppliers, sourcing offices, quality departments, production sites, 3PL logistics providers, shipping or airlines and road hauliers if necessary, customs agents, logistics warehouses, purchasing and procurement departments, sales management, end customers).

In industry, the Logistics Manager controls all physical flows from the receipt of components or raw materials to the dispatch of finished products to the plant's customers.
The Logistics Manager covers all plant operations and resources within a Group, or across the whole company in a SME/SMI environment.
Working closely with the Supply teams, the Logistics Manager is responsible for receipt and storage upstream of production. He/she manages the components warehouse, and ensures the reliability and optimization of stocks.
He/she sizes and supplies the line edges to guarantee zero breakage in production, depending on the push or pull flow organization in place. They implement company policy in the field and are responsible for all organizational projects. We are seeing a very strong trend towards the deployment of a pull flow logic, which is reflected at Logistics Manager level by the sizing and implementation of kanbans, optimization of line-side and warehouse coverage, and flow tension.
Working directly with the Scheduling Department, the Logistics Manager optimizes intermediate stocks and tends to eliminate them in line with Lean basics.
He also manages the finished goods warehouse and all preparation and dispatch operations, as required.
As a driving force behind the target logistics organization, he draws up invitations to tender with service providers for the outsourcing of certain activities (Production, Warehousing, Handling or Transport), evaluates the bids and manages the day-to-day relationship with a view to optimizing customer service levels and controlling costs. He or she is also involved in decisions to modify production areas, set up new facilities, integrate new processes or
re-insource activities.
As a general rule, he or she manages supervisors or managers by perimeter, who assist him or her in the day-to-day management of teams of forklift drivers and preparers. He is responsible for all his own recruitment, and manages the training and versatility of his teams.
To ensure maximum safety, he is constantly informed of new regulations.
He ensures that labor legislation is applied, and negotiates with social partners.
He may be required to develop or upgrade an IT system enabling real-time monitoring of activity.

The Sales Forecast Manager leads meetings to collect and update forecasts (weekly updates, forecasts for one year and more), and steers activity reporting using key performance indicators (reliability of data feedback).
He/she is also responsible for collecting all sales-related data (data feedback, history, etc.).
He plays a vital role as an interface between operations (Logistics, Production) and the Marketing, Sales and Finance Departments.
One of his key skills is his ability to take into account the various parameters (volume growth, inventory reduction policy, lead time reduction, product obsolescence, promotions, launches) likely to impact his forecasts. Depending on the business sector concerned and the technical nature of the product, other parameters (use-by dates, regulatory aspects) will also need to be taken into account.
In addition to their operational duties, Sales Forecast Managers may be called upon to take on more cross-functional responsibilities, such as coordinating sales processes or rolling out a new sales forecasting tool.
They manage a team of Forecasters, generally organized by product line.

The role of the Transport Operations Manager is to organize transport operations for a site or geographical area as effectively as possible. He/she is responsible for the purchasing and operational management of transport service providers and subcontractors.
In charge of transport operations and their profitability, he/she takes into account quality objectives (reliability of lead times and flow integrity) in line with service level agreements (SLAs).
He/she draws up and manages the transport plan(s) and procedures to be used, and defines the resources to be deployed, whether in-house or subcontracted, as part of regular or customized transport plans.
He/she relies on a portfolio of approved partners, or carries out chartering operations on an ad hoc basis.
He/she is involved in responding to customers' transport specifications.
To do this, he/she draws on his/her existing organization or formalizes expressions of need, and draws up specifications for subcontractors in line with operating needs, service requirements and customer specifications.
He/she conducts purchasing negotiations from pre-selection to contractualization with selected subcontractors.
He/she ensures the deployment of selected solutions.
He sets up work processes, as well as contingency management and problem-solving procedures, and organizes a warning and alternative solutions system.
He is responsible for the human and social management of his teams.
He manages the vehicle fleet under his responsibility (purchasing, maintenance).
He ensures compliance with quality procedures, safety/security standards and hygiene rules, both by his teams and his subcontractors. He/she is responsible for ensuring that all employees comply with current regulations.
He/she manages disputes and litigation with customers and subcontractors.
He/she shares and analyzes operational information and performance indicators with everyone involved, and meets with them periodically.

The Operations Manager is the interface between the various operational departments.
His/her main mission is to manage and superviselogistics operations on site, and to coordinate warehouse activities : reception, stock management, order preparation and dispatch.
The Operations Manager is responsible for implementing the policy of optimizing human and material resources required to achieve defined objectives in terms of service rates and cost reduction.
He/she is also responsible for his/her teams, equipment, installations and buildings, in compliance with procedures.
He/she sets up customer satisfaction indicators and measures the performance of his/her teams.
The Operations Manager is responsible for the site's operational teams: forklift drivers, warehousemen, order preparers, operators and team leaders.
In some organizations, the Operations Manager may be in charge of the Transport Department.

The role of the Supply Manager is to optimize and manage the flow of goods between suppliers and stores, via warehouses if necessary, in a highly international context.
He/she is responsible for defining and implementing the company's supply processes with his/her teams.
He/she is responsible for ensuring the availability of all products passing through the warehouses and/or delivered directly by suppliers to stores or directly to customers, in terms of both quality and quantity.
He/she determines and optimizes stock and replenishment levels , and works on the flow strategy to be implemented (pull and/or push flows).
He/she launches orders/quotes with suppliers accordingly, and manages day-to-day relations with suppliers.
He/she seeks to anticipate the risks of stock-outs. In the event of an actual break, he/she must inform internal customers of the causes (he/she then implements corrective measures and communicates the deadlines necessary to resolve the problems encountered).
He/she defines and configures ERP software and relevant dashboards according to operational needs, and improves overall ordering processes.

He/she acts as aninterface between the Sales Department, Production and Logistics.
He/she supervises the administrative processing of orders (validation and recording of orders, ensuring compliance with the company's pricing policy) from receipt to delivery to customers.
He/she is responsible for drawing up and distributing management charts and sales statistics, and may take part in drawing up budgets and analyzing sales results by geographical area, market and customer.
He/she draws up sales forecasts in liaison with Sales Management.
He/she ensures customer follow-up (responding to customer requests for information, managing the invoicing system, supervising financing files, chasing up unpaid invoices and managing complaints and disputes).
He/she manages the administrative team for sales follow-up, as well as the Sales/Logistics Secretariat.
The functions attached to the Sales Manager may vary according to whether he/she is attached to Sales Management or the Supply Chain. In the latter case, he/she will also be responsible for inventory tracking, and will play a key role with the Planning and Scheduling Departments.
He/she issues invoices and may, in some cases, be responsible for collection.
He/she is also responsible for managing a Customer Hotline and managing the flow of information to the customer.