Manager - SCM

• Demand Sensing, Forecasting and Inventory Optimisation
• Own the monthly S&OP cycle for Thin Wheels and Construction Products: consolidate bottom-up demand
  
  

signals from the Customer Service team, regional sales inputs, and channel-partner forecasts into a single

consensus demand plan.

• Institutionalise statistical forecasting (moving-average, exponential smoothing, or ML-based models) layered
  
  

with commercial judgment to improve forecast accuracy (target: MAPE < 15% for A-class SKUs).

• Review macro pending lists and acute customer escalations; execute strategic operational interventions
  
  

when standard tracking processes stall.

• Formulate ABC/XYZ-based material allocation rules to ensure constant stock availability for top-tier items
  
  

based on historical commercial demand patterns.

• Track order ageing and clear slow-moving/non-moving inventory to preserve warehouse capacity and control
  
  

working capital; target inventory days improvement year-on-year.

• Establish safety-stock norms considering demand variability, supplier lead-time variability, and service-level
  
  

targets (target fill rate > 95% for A-class items).

• Material Requirements Planning and Production Supply Coordination
• Coordinate MRP outputs, evaluating raw-material stock positions and open supplier orders to guarantee
  
  

absolute component availability before production runs begin.

• Monitor critical raw-material pipelines—aluminium oxide, silicon carbide, phenolic resins, fibre-glass mesh,
  
  

bonding agents—and maintain buffer-stock strategies for import-dependent and single-source materials.

• Track incoming international cargo documentation and collaborate with the imports desk to streamline customs clearances (DGFT, BIS compliance) for immediate factory delivery.
• Provide visibility over material arrival dates to production schedulers; buffer timelines to absorb global transport disruptions (shipping delays, port congestion, container shortages) and prevent production-line idle time.
• Partner with Production Planning and Control to synchronise production schedules with material availability, minimising changeovers and maximising asset utilisation.
• Supply Chain Orchestration and Logistics
• Coordinate outbound distribution channels, matching available finished-goods inventory against pending
  
  

customer orders to execute billing, invoicing, and carrier dispatches.

• Manage third-party logistics providers (3PLs): negotiate contracts, track SLAs (on-time delivery, damage
  
  

rate, transit time), and resolve shipping delays.

• Orchestrate cross-border export dispatches and multi-plant container consolidation, synchronising separate
  
  

product streams arriving at central ports to match client shipping instructions.

• Optimise freight-cost-per-tonne through mode-mix decisions (road vs. rail vs. coastal), route optimisation,
  
  

and load consolidation.

• Ensure compliance with GST, E-way bill, customs documentation, and hazardous-goods transport
  
  

regulations applicable to abrasive products.

4. Cross-Functional Integration and Stakeholder Management

• Maintain an active information loop with the Commercial team to absorb market intelligence, new-product
  
  

launch plans, and order priorities.

• Connect with Operations (not a direct report) to reorient floor mindsets from localised manufacturing
  
  

efficiency metrics toward total customer-centric material-readiness timelines; influence without authority.

• Partner with Purchase and Finance to align material-buying schedules with consumption needs, monitor
  
  

inventory holding costs, and ensure cash-flow discipline.

• Act as the single point of orchestration across Customer Service, PPC, Purchase, Imports, Exports, and
  
  

Logistics—resolving conflicts, setting priorities, and ensuring end-to-end fulfilment coherence.

• Represent the supply chain function in monthly business reviews, providing data-driven dashboards on
  
  

OTIF, inventory health, cost-per-unit-shipped, and service-level performance.

• Digital Transformation and Data-Driven Decision Making
• Lead ground-level deployment of advanced planning software (APS / IBP tools) and digital dashboards to
  
  

enhance real-time visibility over raw materials, WIP, and finished goods.

• Drive the operational transition toward automated procure-to-pay workflows, e-invoicing, and digital freight
  
  

management to achieve real-time tracking of all inbound materials.

• Champion the adoption of control-tower concepts: a unified view combining demand signals, inventory
  
  

positions, production status, and logistics tracking into a single decision-support interface.

• Leverage analytics and BI tools (Power BI, SAP Analytics, or equivalent) to generate actionable insights on
  
  

demand patterns, supplier performance, and cost trends.

• Evaluate and pilot emerging technologies (IoT for warehouse management, AI/ML for demand sensing, RPA
  
  

for routine transactional tasks) with measurable ROI expectations.

• Supply Chain Risk Management and Resilience
• Develop contingency distribution routes and backup carrier protocols to maintain delivery continuity during
  
  

unexpected transport network disruptions.

• Build a supplier risk register covering single-source dependencies, geopolitical exposure (especially for
  
  

imported raw materials from China, Europe), currency volatility, and lead-time reliability.

• Implement systematic data-driven reviews of slow-moving and non-moving inventory to mitigate the risk of
  
  

obsolete material accumulation.

• Scenario-plan for tariff changes, BIS/regulatory shifts, and commodity price fluctuations; maintain a living
  
  

risk-mitigation playbook.

• Ensure business continuity plans cover warehouse disruptions, IT system outages, and logistics partner
  
  

failures.

• Workforce Governance, Safety and TEC Culture
• Cultivate a safety culture across all warehouse environments, logistics operations, and site hubs in strict
  
  

alignment with Saint-Gobain EHS values.

• Foster Trust, Empowerment, and Collaboration (TEC) culture within and across reporting teams: encourage
  
  

open feedback, delegate decision rights with clear boundaries, and break down inter-team silos.

• Build team capability through structured development plans, cross-functional rotations, and skill-building in
  
  

digital tools and analytical thinking.

• Conduct regular skip-level interactions and team retrospectives to surface bottlenecks, celebrate wins, and sustain engagement across the ~50-person indirect team.
• Continuous Improvement and Cost Leadership
• Drive Lean / Six Sigma improvement initiatives across the supply chain: reduce waste, shorten cycle times,
  
  

and eliminate non-value-adding steps.

• Benchmark supply chain costs (logistics cost as % of revenue, inventory carrying cost, procurement savings)
  
  

against industry peers and Saint-Gobain global best practices.

• Identify and execute cost-out projects targeting freight optimisation, packaging standardisation, vendor
  
  

consolidation, and demand-supply balancing.

• Contribute to the annual operating plan (AOP) process with supply chain cost assumptions, capacity plans,
  
  

and capital requirements.

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