Supply Chain Senior Manager Process Expert IOPs
Capgemini
Supply Chain Senior Manager Process Expert IOPs
Capgemini
Global consulting, technology services, outsourcing
|
Field |
Proposed Description |
|
Role (Picklist) |
Senior Manager Process Expert IOPs |
|
BSv Role |
PE Process Expert |
|
Job Family |
Supply Chain / Planning Process Excellence |
|
Global Grade |
D1 |
|
Scope |
LATAM IOPs model adoption, process standardization, technology enablement, knowledge management and transformation governance |
|
Version |
Enhanced role proposal for D1 positioning |
The Manager Process Expert IOPs integrates, governs and enables the adoption of the standardized IOPs model across LATAM, ensuring that work processes, technology usage, escalation routines and knowledge management remain aligned with the global GEN9 (ACTUALS VERSION) operating model.
The role acts as the regional process authority for the assigned planning domain, connecting business needs, global standards, technology capabilities and operational execution. It supports the organization in solving deviations from the standard model, identifying root causes, coordinating specialist input and converting lessons learned into sustainable SOPs, controls and capability-building materials.
As a D1 role, the position requires managerial accountability, structured decision-making, cross-functional leadership, and the ability to influence stakeholders without direct reporting lines. The role must ensure that adoption of standard processes and technology translates into measurable business impact, operational resilience and succession readiness.
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Activity Pillar |
Managerial Responsibility |
Expected Deliverables |
|
Process Governance |
Own regional governance for assigned IOPs processes, ensuring standards are interpreted consistently, exceptions are controlled and process deviations are escalated with clear ownership. |
Governance forums, issue logs, deviation register, decision records and standard alignment tracker. |
|
SOP Ownership |
Create, maintain and refresh SOPs, job aids, process maps and control points aligned to the GEN9 (ACTUALS VERSION) model and business requirements. |
Approved SOPs, process maps, RACI, control checklist, version history and communication packs. |
|
Technology Adoption |
Enable correct use of SAP ECC, Kinaxis and related planning tools by translating standard process requirements into practical operating routines. |
Technology adoption tracker, training material, gap list, workaround elimination plan and usage compliance view. |
|
Capability Building |
Design and deploy role-based learning journeys for planners, managers and new joiners, ensuring knowledge is transferred and retained. |
Training calendar, attendance evidence, certification status, onboarding plan, competency matrix and refresher materials. |
|
Transformation / ESOAR |
Evaluate process pain points and identify opportunities to eliminate non-value activities, standardize execution, optimize controls and automate repeatable work. |
Opportunity pipeline, business case inputs, benefit framing, automation candidates and post-implementation adoption evidence. |
|
Activity Pillar |
Managerial Responsibility |
Expected Deliverables |
|
Escalation and Problem Solving |
Coordinate cross-functional resolution for process deviations that cannot be solved within the standard operating model. |
Escalation tracker, root cause analysis, corrective action plan and lessons learned repository. |
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Stakeholder Management |
Influence and align stakeholders across planning, procurement, logistics, finance, IT, global process teams and clients to secure adoption and issue resolution. |
Stakeholder map, alignment notes, decision log, communication plan and action follow-up. |
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Performance Management |
Define and monitor process-adoption measures and operational indicators to demonstrate the health of the model and the effectiveness of interventions. |
KPI dashboard inputs, adoption index, standardization index, training compliance and monthly management summary. |
|
Risk and Controls |
Identify risks related to non-standard execution, manual intervention, poor master data, knowledge gaps or technology misuse, and define control actions. |
Risk register, control remediation plan, audit evidence and compliance status. |
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Succession and Continuity |
Ensure continuity of knowledge across the organization through documented processes, backup structures and role succession readiness. |
Knowledge transfer plan, backup matrix, succession readiness tracker and onboarding package. |
|
Cadence |
Deliverables |
|
Monthly |
Process adoption dashboard; issue and escalation tracker; training compliance update; SOP change log; technology adoption progress; management summary with risks and actions. |
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Quarterly |
Process health review; standardization assessment; capability maturity review; stakeholder governance review; improvement pipeline prioritization; D1 impact narrative for leadership. |
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Annual / Strategic |
Regional capability plan; process transformation roadmap; technology adoption strategy; succession and knowledge continuity plan; standard model refresh and audit readiness package. |
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Decision Area |
Accountability |
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Owns |
Process standards interpretation for the assigned domain, SOP governance, knowledge transfer framework, adoption measurement and escalation discipline. |
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Recommends |
Process improvements, automation opportunities, governance changes, capability investments, KPI targets and corrective action priorities. |
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Influences |
Technology design priorities, global standard updates, stakeholder adoption, planner behavior change and alignment with business outcomes. |
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Escalates |
Non-standard practices, unresolved ownership conflicts, systemic process failures, technology constraints and risks impacting service delivery or control compliance. |
|
Stakeholder |
Purpose of Interaction |
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Planning Operations |
Ensure planners understand and execute the standard process; capture feedback; convert recurring issues into standard improvements. |
|
Global Process / GEN9 (ACTUALS VERSION) Teams |
Validate alignment with global IOPs standards; escalate model gaps; support design decisions and governance updates. |
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IT / Technology Teams |
Translate process needs into technology requirements; support testing, adoption and workaround elimination. |
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Procurement / Logistics / Finance |
Clarify ownership boundaries, support cross-functional resolution and prevent planning teams from absorbing non-planning activities. |
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Leadership / Client Stakeholders |
Provide process-health visibility, risk transparency, benefit narrative and transformation roadmap updates. |
|
Measure |
Purpose |
Expected Evidence |
|
IOPs / GEN9 (ACTUALS VERSION) Adoption Index |
Measures adherence to the standard model across assigned processes. |
Target to be defined by leadership; monthly monitoring recommended. |
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Technology Adoption |
Measures effective usage of SAP ECC, Kinaxis and related tools versus manual workarounds. |
Progressive elimination of Excel-based or non-standard execution where applicable. |
|
Standardization Index |
Measures SOP coverage, process compliance, governance adoption and consistency across the organization. |
Improvement trend and closure of process gaps. |
|
Training Compliance |
Measures completion of required learning and refreshers for the target population. |
100% target population completed where mandatory. |
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Certification Completion |
Measures certification of planners/key users in relevant technologies and processes. |
100% completion for mandatory technology / process certification. |
|
Issue Resolution Effectiveness |
Measures closure rate and recurrence reduction for process deviations. |
Reduction of repeated deviations and timely closure of governance actions. |
|
Knowledge Continuity |
Measures readiness of backups, onboarding materials and succession coverage. |
Documented continuity plan and evidence of knowledge transfer. |
|
D1 Dimension |
Positioning Rationale |
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Managerial Scope |
The role governs regional process adoption across multiple planning domains and stakeholders, requiring management-level coordination and prioritization. |
|
Complexity |
The role manages ambiguity between global standards, local execution, technology limitations and business changes, converting gaps into sustainable solutions. |
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Influence |
The role drives adoption through stakeholders who may not report directly to the position, requiring structured influence, communication and change leadership. |
|
Business Impact |
The role directly contributes to operational stability, productivity, standardization, technology adoption and reduction of manual rework. |
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Risk and Control Ownership |
The role protects the organization from non-standard execution, poor knowledge continuity, technology misuse and uncontrolled process deviations. |
|
Capability Leadership |
The role builds organizational capability through training, certification, SOPs, onboarding and succession readiness, enabling sustainable performance beyond individual contributors. |
|
Transformation Leadership |
The role identifies and frames opportunities for elimination, standardization, optimization and automation, supporting scalable transformation across the planning organization. |
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Competency Category |
Required Capability |
Proposed Level |
|
Core Capgemini Behaviors |
Living Capgemini Values, Diversity, Life Balance, Professional Integrity, Client Value and Service Excellence, Collaboration, Flexibility, Initiative, Resilience, Continuous Learning and Self-Development. |
Meets Expectations |
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Foundational Basics |
Influencing, Change Management, Delivery Basics, Problem Solving, Appraisal and Decision Making, Communication. |
Practitioner / Advanced Practitioner |
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Agile Ways of Working |
Design Thinking, Organizational Dexterity, Entrepreneurial Mindset, Customer Centricity, Dealing with Ambiguity, Project Management. |
Practitioner / Advanced Practitioner |
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Business Understanding and Partnering |
Market intelligence, operating model understanding, finance/commercial awareness, client and stakeholder partnering. |
Practitioner / Advanced Practitioner |
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Data Management and Leverage |
Data security and privacy, data-driven decision making, analytics, data management discipline. |
Practitioner / Advanced Practitioner |
|
Role-Specific |
Effective communication, teamwork, conflict management, proactivity, leadership, adaptability, structured governance and executive storytelling. |
Practitioner / Advanced Practitioner |
The Manager Process Expert IOPs is accountable for sustaining the standard IOPs / GEN9 (ACTUALS VERSION) operating model across LATAM by governing process execution, enabling technology adoption, developing organizational capability, and driving continuous improvement. The role requires D1-level leadership due to its regional impact, cross-functional influence, transformation ownership, risk-control accountability and measurable contribution to operational performance.
Capgemini provides consulting, technology services, and outsourcing to help organizations transform digitally. Its offerings include strategy and transformation consulting, system integration, application development, IT infrastructure management, and managed IT operations. It differentiates itself with a global presence in over 50 countries and a focus on applying AI, cloud, and cybersecurity to real business problems. Its goal is to help clients navigate digital transformation and improve efficiency and innovation through tailored, contract-based or managed services.
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