Become A Supply Chain Lead

* Work with SBU Transformation Managers and leadership teams to understand current state and future state, then build and execute aggressive improvement plans in each of eight targeted businesses
* Incorporate best practices in sourcing, inventory management and customer fulfillment practices into transformation playbooks; translate principles into tangible kaizen opportunities for each SBU
* Serves as a valued mentor and coach business unit leadership teams; develops a relationship of trust, confidence, credibility, and commitment to the transformation process
* Coach supply chain leaders on effective use of metrics and visual management to drive targeted daily activities and improvements
* Coaches people leaders at various levels on skills required to lead in a participative, team-oriented culture; models these interpersonal skills in meetings and other interactions
* Perform periodic Transformation Assessments at plant/value stream and business unit level to monitor progress and develop improvement plans in leveraging business systems toward sustained transformational improvements

Establish and lead Global Sourcing Council and Regional Sourcing and Supplier Development teams Provide Supply Chain Operations Support across the Enterprise through coordination of cross Enterprise efforts, metrics, reporting, and special projects Implement strategic Enterprise level initiatives in support of International Supply Chain goals while engaging with International partners Mitigate risk and cost through regional supplier development capabilities Engage with VP’s across the organization to deploy sourcing and regional supplier development teams The ideal candidate will possess a commitment/desire for an International Supply Chain assignment

* Adapts existing methods and procedures to create alternative solutions to moderately complex problems.
* Understands the strategic direction set by senior management as it relates to team goals.
* Uses own judgment to determines optimal solution to recommend.
* Primary upward interaction is with direct supervisor or teams leads.
* Generally interacts with peers and/or management levels at a client and/or within Accenture.
* Determines methods and procedures on new assignments with minimal guidance.
* Decisions often impact the team in which they reside and occasionally impact other teams.
* Manages medium-small sized teams and/or work efforts (if in an individual contributor role) at a client or within Accenture

* Serve as the domain subject matter expert on the MDM team, acting as a change agent committed to accelerating supplier master data accuracy, consistency and availability, process improvements and simplification across the enterprise
* Manage and maintain all supplier master data requirements, including modifications and/or additions to the data dictionary as required
* Provide input to standards, guidelines and processes to drive consistency in supplier master data management
* Liaise with MDM Governance Leader to ensure reference data used exclusively within the supplier domain is accurate and up-to-date.
* Maintain commercial entity hierarchies to support the needs of the B2Pl digital thread
* Ensure business understanding of supplier master data requirements and how data from MDM maps to consuming systems
* Ensure the adoption and implementation of data standards developed by the MDM Governance Leader
* Operationalize processes to ensure that newly onboarded supplier master data is reviewed, standardized, enriched and updated (where necessary) by the data steward team
* Support the completion of strategically important supplier data integration projects, ensuring delivery is coordinated to satisfy business and enterprise-wide goals and objectives
* Partner with key stakeholders (e.g., Compliance, Sourcing, B2P, Finance, Tax, etc) to ensure that MDM requirements satisfy all constituent needs
* Support the development of business requirements for enhancements to any applications that feed supplier master data into the MDM hub
* Design and conduct profiling to assess quality of supplier master data and identifying areas where remediation is required
* Lead UAT testing, communication, training and deployment activities with assistance from business stakeholders
* Positively and effectively influence results in a matrix organization.
* Build alliances, quickly find common ground and identify potential solutions, and build/drive consensus for outcomes
* Coordinate with other MDM team members to ensure mutual understanding of overlaps, timelines and competing priorities and/or resources, and provide support where/when needed
* Support development of MDM party platform

* ACCOUNTABILITY
* Develop and own IL6S Phase 3 and 4 for Mondelez, focus on E2E SC Synchronization through loss (50%)
* Design and develop capability of SN Pillar Work Processes
* Develop SN work process health check
* Lead E2E KPI tracking, promote corrective actions and adjustments with regions and organizations to achieve a “produce to demand” integrated supply chain
* Develop and apply Phase Audits as part of IL6S W1N Maturity Levels
* Develop organization SN Work Process capability (20%)
* Design global and regional Pillar Organisation
* Apply and develop capability of SN Pillar Work Processes – produce and own “SC sync playbook”
* Embed DMS and routine management within CS&L organisations
* Create and establish robust networks at Corporate, Regional and Category levels (20%):
* Ensure clear visibility of ISC E2E score card – drive network alignment and ownership of initiatives to drive actions.
* Encourage and support regions/organizations to drive Root
* Cause Analysis when scorecard targets missed
* Set standards for proven CBA and own global horizontal replication
* W1N ISC Regional Maturity Levels (10%)
* Co-own progress of Platinum and Diamond stages of maturity, supporting regions with capability and application of tools
* Evaluate W1N regional scores and provide action plan for Journey Maps and programme next phase steps
* Build and track capability within regions and categories ensuring quality of SN Pillar leaders/members capabilities on track to deliver Diamond status.
* RELATIONSHIPS
* Relationship with internal and external to ISC leadership teams (across all levels organization ISC VPS, Directors, Managers); Key partner of RD&Q, Categories, Engineering, Manufacturing, IL6S, SCR Teams and CS&L strengthening ISC process to deliver a synchronized SC
* Build relationships with external to MDLZ non-compete peers to benchmark and define BIC practices and opportunities
* Work with external SC consultancies/specialists to bring expertise where needed to improve Mondelez SC sync and E2E results
* Active connection with IL6S Global Pillar Leaders and W1N Capability Leaders – support programme maturity levels
* MAJOR CHALLENGES
* Creation and full implementation across Mondelez ISC the Phase 3 and Phase 4 SN Pillar work processes, essential part of IL6S Programme and W1N Journey Map
* Create and implement a highly effective/efficient network cross categories and regions.
* Maintain group activity and accelerating progress through CBA and driving horizontal replication
* Drive SN Pillar activities, influencing senior leaders and exercising very positive leadership skills to transform Mondelez to an effective and synchronized “produce-to-demand” SC organization
* Establish robust governance model for consistent application of E2E SC initiatives
* DECISION MAKING AUTHORITY
* Review and approval of new CBAs, new and revised work process around E2E SC
* Recommendation on category E2E pillar organization and membership
* Agreement on regional action plans for W1N Journey Maps
* Auditor and approval of IL6S Phase status – Site and Category certification
* Develop and own the E2E work processes and play book
* Qualifications