Accountable for the industrialisation of a BU or Category Portfolio of New product projects from conception to launch, for GSC. Operating as the principal point of contact for Global supply chain for the relevant BU operations and RDD teams. The person will ensure the portfolio is delivered to the highest standards and full adherence to the product creation framework deliverable expectations is met, for all projects in their portfolio. Providing portfolio health reporting to the highest standards to stakeholders within and out with GSC, at the appropriate cadence.
Portfolio management
Define, align and deliver the execution strategy for a portfolio of new product development and/or lifecycle projects across the GSC functions and awarded supplier(s).
Deliver the agreed product range for a given category to time, spec, cost and quality.
Chair NPO portfolio reviews with the OPMs and stakeholders – ensuring the content is of an exceptional standard and driven by risk and issue management.
Identify risks to delivering the portfolio, ensuring appropriate escalation through the agreed channels and the leaderships direction is captured and cascaded to the team.
Manage the preparation of Project status reporting, as to enable the portfolio health report to be published to the agreed cadence and into the weekly GSC BU portfolio reviews.
Drive consistency and rigor into the NPO planning for all projects within the portfolio, challenging unrealistic schedules whilst presenting the optimum solution.
Manage BU requests for GSC, engaging the appropriate GSC teams to provide accurate and timely reports supplied to weekly meetings and the monthly Product Delivery Meeting (PDM).
Ensure new project ramp planning aligns across CAPEX capacity investment, market demand and commercial launch timing, guaranteeing pipe fill volumes arrive on time in full (OTIF).
Manage the CAPEX against the budget for NPD and LX projects.
Resource management
Ensure all active projects have been ‘triaged’ by all GSC functions, to ascertain the resource demand for portfolio
Escalate gaps in resource, demand vs actual committed.
Ensure all external partners have sufficient resource committed to deliver projects within their portfolio on time.
People Development
Guide OPMs within the NPO team working on projects within the portfolio across geographies.
Identify Skill gaps within the team for delivery of projects within the portfolio
Identify the skills and experience that their direct reports require to deliver.
Mentor and coach individuals across the GSC functions working on projects within their portfolio, advising the needs and expectations for project delivery.
Set SMART objectives for their direct reports, that are a cascade of the NPO and GSC objectives.
Budget Management
Manage the CAPEX Budget vs Actuals for all projects within their portfolio, ensuring variation to the budget amount and expenditure rate is communicated to the BUs and Finance.
Self-governance and Rigor
Ensure rigor in all that the team do.
Drive early adoption of new process and champion best practice.
Collaborate with the governance team (within NPO) to utilize phase reviews to provide an accurate status of the projects.
Hold themselves and the team to account – be clear where failing and what it will take to recover.
Core Goals (SMART Breakdown available)
Lead the industrialization of new products and/or lifecycle projects in the assigned product category, overseeing the global supply chain execution and ensuring timely product delivery, including managing the ramp-up process.
Monitor and mitigate project risks, ensuring timely escalation and proper follow-up on any issues, and provide strategic input to the NPO BU review, guaranteeing all risks and issues are managed according to governance processes so all projects are delivered to time, spec, cost & quality.
Ensure the effective management of resources and budgets, aligning GSC functions to meet project needs while maintaining financial transparency and accountability.
Strengthen relationships with internal teams and third-party delivery partners while effectively influencing and negotiating with senior leaders to align on project goals.
Provide leadership and mentorship to the project, ensuring that the team is well-equipped to drive successful project delivery and continuous improvement.
Hero the implementation of process improvements within the GSC function, contributing to operational efficiency and strategic insights that will optimise the product creation & delivery process for future launches.
Drive initiatives to reduce Delivered Duty Unpaid (DDU) costs for existing and future products, leveraging cost-saving opportunities across the identified 13 levers and optimizing the Quality Cost per Unit (QCPU) via the single agenda for quality programme (SAQ).
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