Full-Time
Warehouse Systems Supervisor
Updated on 8/1/2026
Unilever
10,001+ employees
Global consumer goods manufacturer and marketer
Compensation Overview
$71.4k - $107.2k/yr
Company Does Not Provide H1B Sponsorship
Hammond, IN, USA
In Person
 Operations & Logistics (1) |
|---|
Get referred to Unilever
See people who can refer or advise you
- Experience using SAP or a similar enterprise resource planning system and a Warehouse Management System to execute inventory transactions and maintain accurate inventory records.
- Working knowledge of inventory control practices, including cycle counting, physical inventory, reconciliation, and root cause analysis.
- Demonstrated ability to follow and enforce Safety, Quality, and Good Manufacturing Practices standards in a manufacturing or warehouse environment.
- Strong analytical and problem-solving skills with the ability to interpret data and drive corrective actions.
- Effective communication skills and the ability to train, coach, and influence cross-functional partners and hourly team members.
- Proficiency with Microsoft Office tools, including Excel, Word, and PowerPoint, and basic reporting.
- Ability to comply with site personal protective equipment requirements and safely work around powered industrial vehicles and material handling equipment.
- Own SAP and Warehouse Management System execution for adjustments to ensure accurate inventory balances and traceable inventory movements.
- Investigate and resolve inventory discrepancies by partnering with warehouse operations, planning, and quality; identify root causes and implement corrective and preventive actions.
- Lead and perform physical inventory processes for raw materials, packaging, and finished goods, including cycle counts and reconciliation to SAP and the Warehouse Management System.
- Alongside the Warehouse Lead, serve as site champion for Warehouse Management System integration activities, including process mapping, user acceptance testing, cutover readiness, issue tracking, and support during go-live.
- Develop and update standard operating procedures, work instructions, and training materials related to warehouse systems and inventory controls; train and coach warehouse team members.
- Create and maintain routine inventory and transaction reports, including variances, aged inventory, blocked or hold status, and movement errors, to drive accuracy and operational visibility.
- Ensure all warehouse system activities comply with Safety, Quality, and Good Manufacturing Practices requirements; reinforce expected behaviors and stop work when unsafe or non-compliant conditions exist.
- Support audits and inspections by providing system records, inventory evidence, and process documentation; ensure corrective actions are closed out on time.
- Escalate system issues impacting service, inventory integrity, or compliance; coordinate with Information Technology, the Warehouse Management System vendor or contractors, and internal stakeholders to restore performance.
- A Bachelor's degree in a STEM field, such as Engineering, Computer Science, Information Systems, Supply Chain or Logistics Engineering, Mathematics, or a related discipline.
- Hands-on experience supporting a Warehouse Management System implementation or system integration, including requirements gathering, testing, training, and cutover or go-live support.
- Experience in consumer goods, food, pharmaceuticals, or other Good Manufacturing Practices-regulated manufacturing environments.
- Familiarity with inventory management processes, including goods receipt, goods issue, transfer postings, physical inventory procedures, and blocked or quality-hold status management.
- Knowledge of barcode scanning, radio-frequency devices, label printing, and warehouse transaction workflows.
- Exposure to continuous improvement methodologies, including Lean, Six Sigma, and Root Cause Analysis, and standard work development.
Unilever makes and sells a wide range of everyday consumer goods, including foods, personal care, and home and cleaning products. Its products come from a large portfolio of brands manufactured at scale and distributed through global and local retailers, making them easy to access in many markets. The company stands out by offering a diversified mix of brands across multiple categories and regions, along with a history of strategic acquisitions and restructurings and a focus on sustainability. Its goal is to help people feel good, look good, and get more out of life by delivering trusted, affordable products at scale while pursuing sustainable growth and responsible business practices.
Company Size
10,001+
Company Stage
IPO
Headquarters
London, United Kingdom
Founded
1872
Get referred to Unilever
See people who can refer or advise you
Simplify's Take
What believers are saying
- Divesting $12.9B Foods business to McCormick by mid-2027 will unlock margin expansion to 48–50%.
- Emerging markets drive over 60% of revenue with strong positions in India, Indonesia, and Brazil.
- Acquiring Dr. Squatch for $1.5B and exploring Thorne for $4B accelerates premium DTC and wellness growth.
What critics are saying
- R&D misalignment sees 75% spend in US/China/Europe while 60% of sales occur in emerging markets.
- Legacy home-care volumes erode 50–70% in 12–18 months due to rising consumer demand for natural ingredients.
- Thorne overpayment or execution failure risks 45–60% probability within 6–12 months amid regulatory anti-competition scrutiny.
What makes Unilever unique
- Executes a global R&D model with 8 innovation centers and local market inputs for 60% of sales.
- Targets SASSY brands defined by Superior science, Irresistible aesthetics, Elevated sensorials, and Social-first demand.
- Focuses portfolio on 30 key brands generating 70% of sales while exiting low-margin ice cream and foods.
Help us improve and share your feedback! Did you find this helpful?
Benefits
Health Insurance
Dental Insurance
Vision Insurance
Life Insurance
Disability Insurance
401(k) Retirement Plan
Paid Vacation
Paid Sick Leave
Paid Holidays
Parental Leave
Performance Bonus
Group home and auto insurance discounts
Growth & Insights and Company News
6 month growth
↑ 1%1 year growth
↓ -2%2 year growth
↑ 0%Unilever's new Kingston head office opens its doors to local business community. Kingston Chamber of Commerce was delighted to be among a group of key stakeholders invited for an exclusive first look at Unilever's impressive new head office in the heart of Kingston. CEO Forbes Low attended the viewing and was struck by both the design and the spirit behind it: "It was a pleasure and privilege to have been invited today, alongside many key stakeholders, to a viewing of the new Unilever head office in the heart of Kingston. If you think it's impressive on the outside, the inside is even better! It is a warm, light, environment and so well designed, with genuine sustainability imagination. I also had a sneak view of the roof garden which is a relaxing tranquil space. Sadly but predictably I was chatting too much to take arty pictures so hopefully next time!" The new office reflects Unilever's continued commitment to sustainability and to Kingston as a home for its operations, with thoughtful design choices creating a welcoming environment for staff and visitors alike - right down to a rooftop garden offering a rare pocket of calm in the town centre. Forbes extended his thanks to Katya Bridges and Liz Davies at Unilever for the invitation, recognising the vital role they play in strengthening ties between the business and the wider Kingston community. Unilever's presence in the borough continues to make a tangible, positive impact - supporting local employment, engaging with community initiatives, and reinforcing Kingston's reputation as a hub for forward-thinking, sustainability-conscious businesses. The Chamber looks forward to seeing these links with Unilever continue to grow in the months ahead.
From suds to science - confessions of a Unilever Innovator. Why have multinational firms like Unilever historically failed to innovate? The challenge for main players in personal care is often geopolitical. The R&D operation is too far from its market. Three quarters of Unilever's R&D spend is in the United States, China, and Europe and yet 60% of its sales are in emerging and developing markets. So, R&D Today has had people in the west designing for people in the east and south of the equator. Peter Gallagher, former executive Vice President of Strategic Sciences at Unilever, describes at the R&D Management Conference how the company restructured its global R&D activities to align innovation with customer insights and market opportunities. Tension between autonomy and coordination. The innovation strategy of Unilever's competitors such as P&G and L'Oréal was described as 'mindlessly global'. The assumption was that hair and skin were the same everywhere in the world. The budget was controlled centrally with no debate on how to deliver locally - one solution fits all. Unilever, by contrast, was described as 'hopelessly local'. The company was fragmented with CEOs in each territory in control of their own budgets, there was no economy of scale or shared learnings as each CEO was in competition with his peers. This tension between autonomy and coordination could be seen when the firms launched a product. If P&G launched a new product in Brazil the whole company would know in 24 hours, in Unilever it would take months for the news to promulgate through the company. Unilever board director Ian Anderson famously said: "If only Unilever knew what Unilever knows!" A change of strategy - global teams with local insights. Fast forward to present day and R&D Today has got global control with local inputs that shape international brands. This situation changed when Unilever gained input from a Harvard Management Consultant and the company restructured its R&D. It put in place a concept called 'Innovation Project Management', which revolutionized the process by getting everyone on the same page. Control moved from local to global teams with local input and accents. The messaging and budgets were taken centrally. There are now 8 global innovation centres with R&D in 60 local markets, and an ecosystem around it. The labs have been automated to enable 24-hour experimentation, with AI used as a force multiplier to curate and analyse the data and create actionable insights. From this it is now possible to see trends and R&D Today can start to make predictions about what is happening. Unilever innovator. The company also adopted portfolio management, adapting the academic innovation funnel with a stage gate system to decide whether to proceed or drop projects. As the product moves through the funnel the costs increase, until finally you get to the point of having trials with 50,000 consumers around the world, to ensure it delivers benefit and the brand promise. Again, R&D Today worked with Harvard to develop the Consumer Technology Matrix. This plots technology strength against consumer value perception. At the Base level these are incremental improvements that increase margins for the company, but the consumer sees a small improvement. The extreme is radical innovation, which is risky but can result in revolutionary new product developments. From this you can start to build a portfolio. To help gain buy in from the management for a project idea, Peter came up with the four-box matrix. * The consumer needs. * The technology solution * Demo and concept used to articulate the proposition. * The job to be done. Case-study: Improving child life expectancy with hand soap. An example of a next generation platform technology is the transformation of Lifebuoy Soap a 130-year-old brand from 'carbolic cleanser' to 'skin protection'. Every year about 2 million children die before their fifth birthday from diarrhoeal disease and pneumonia. Preventable diseases that could be avoided by hand washing. But the challenge is not just the lack of knowledge about the benefit but also the time it takes for current hygiene solutions to work. Children don't spend long enough washing their hands to kill the germs. The R&D team could see that there was a massive unmet need. However, budget allocated internally was not sufficient to make a real impact on the problem. So the team needed to engage hearts and minds to find the budget externally. The company made an impactful video to communicate the challenge and this got the support of the CEO, and external influences including Barrack Obama. To tackle the core problem, the head of the lab came up with an improved formula using plant-based ingredients Terpineol and Thymol, which successfully killed all the bacteria, but it was too slow. A chance encounter with academic Jim Collins, a pioneer of synthetic biology, revealed that silver could be used to rejuvenate the antibacterial properties and accelerate the kill rate - the advanced germ protection, branded as Activ Silver Formula, gives 99.9% germ protection in just 10 seconds. However, the problem was that the silver created a tarnishing affect that made the soap brown - and nobody wants to wash with brown soap. This challenge was solved through a collaboration with Dow Chemicals, which resulted in the development of POLYOX(TM)(polyethylene oxide) a class of water-soluble polymers that Unilever incorporated into its Lifebuoy(TM) soap bar to improve its texture, durability, and lather in developing markets. This chelator also made the lather feel like silk, transforming the humble soap bar into a desirable skin care solution. The team got the bar to market, using an educational campaign that was well received by the consumers. Uptake of Lifebuoy Soap resulted in a 75% decrease in diarrheal disease in a village called Thesgora, which previously had been an epicentre for the disease. The strategy is notable not merely for its social impact, but for how it structurally aligned brand purpose with business growth across low-income consumer segments. * 30 June 2026
Unilever completes £150 million investment in Port Sunlight. Unilever announced the completion of a £150 million investment in its Port Sunlight site, home to brands including Persil, Comfort, Cif, TRESemmé and Lynx body wash, underlining the strategic importance of the historic site to the company's UK and European operations. Investment in strategic projects strengthens Unilever's manufacturing and logistics capabilities for UK and European operations: Advanced manufacturing investment supports the next generation of Persil capsules New flagship automated distribution centre, connecting directly to three factories The investment includes high-tech manufacturing upgrades in the site's Home Care factory, which makes the Persil, Surf and Comfort laundry brands, and a new advanced automated distribution centre, directly connected to Port Sunlight's three factories. Together, these investments will support the next generation of Persil laundry capsules and strengthen Unilever's UK supply chain, from manufacturing through to delivery to retail customers. Marc Woodward, Head of Unilever UK, said: "This is a landmark moment for Port Sunlight. The completion of investments in Home Care manufacturing and the opening of a new flagship distribution centre will support the growth of our business and reinforce Port Sunlight's role as a strategic hub for our UK and European operations." Steve Rotheram, Mayor of the Liverpool City Region, said: "Its region has a proud industrial heritage, and Unilever has been part of that story for generations - supporting thousands of jobs and helping to put the Liverpool City Region on the map as a centre for manufacturing and innovation. "This investment is a strong vote of confidence in its region as a place where global businesses can grow, innovate and create opportunity. It will help support high-quality jobs, apprenticeships and skills for local people, while strengthening its position as a leader in advanced manufacturing and R&D. "Just as importantly, this new facility shows how economic growth and sustainability can go hand in hand. By cutting hundreds of lorry journeys from our roads each week, Unilever is supporting our target to reach net zero by 2035, improve air quality for local people, and support ambitions for a cleaner, greener city region." New investment in Port Sunlight's laundry capsule factory will increase laundry capsule production three-fold while enabling the manufacture of smaller, more complex capsule formats. This supports the launch of Persil's new advanced four-chamber capsules which feature new powerful cleaning technologies, developed at Unilever's R&D labs in Port Sunlight. The new distribution centre connects directly to the factories on site and will reduce the requirement for lorries to move goods between the factories and distribution centres in other locations, delivering sustainability and safety benefits. Spanning 10,000 m2, it is powered by 2,000m of automated conveyors and eight giant (30m high) stacking cranes, handling up to 17,000 pallets, equating to 13,600 tonnes of product, each week. By taking hundreds of lorries off the road each week, it will deliver a significant estimated 27% reduction in primary logistics - the lorries that transport Unilever products from factory to warehouse - saving an associated 827 tonnes of CO[2] emissions. It is powered by 100% renewable energy, with solar panels, heat pumps and solar reflectance painting. Lee Mawson, Head of Customer Operations, Unilever UK and Ireland said; "This is a big step forward for us in our UK and European supply chain. The distribution centre will boost capacity, efficiency and service levels for our retail customers, improving product availability and enabling direct dispatch to retailers in the UK and a number of European markets." Madeleine McLeod, Factory Director for Port Sunlight Home Care, said: "The investment completion Growth Platform is announcing today makes Growth Platform future-fit, boosting its capacity and efficiency as Growth Platform roll out its latest home care innovations. "Port Sunlight represents Unilever's proud manufacturing heritage in the North-West - a heritage we are taking forward with our talented workforce, supported by the latest in high-tech automation and cutting-edge technology." About Port Sunlight. Port Sunlight is Unilever's historic home, founded in 1888 by William Lever as both a soap factory and a model village for workers. Today, it remains a strategically important hub, home to advanced manufacturing and R&D, with around 2,000 employees working across both parts of the site. At Port Sunlight Growth Platform has three factories - two are for its Home Care business and make its laundry brands Persil, Surf and Comfort, among other European brands - and one is for its Personal Care and Beauty & Wellbeing business and makes brands including TRESémme, Radox, Simple and Lynx shower gel. Port Sunlight is also home to Unilever R&D, including its product innovation lab and an Advanced Manufacturing Centre (AMC). Over recent years Growth Platform has made big investments in manufacturing and in R&D across Port Sunlight. In 2025 Growth Platform announced the investment of £80 million to build a new state-of-the-art fragrance facility. The Port Sunlight distribution centre. A distribution centre is a large, smart warehouse. It is the place where product arrives on pallets and is stored, sorted and dispatched, directly to retail customers, or to other distribution centres. In Port Sunlight, the new distribution centre will be connected to its three factories by 2,000 metres of automated conveyors, giving Growth Platform end-to-end supply chain on site. The distribution centre will be operated by around 40 employees who have been re-trained to manage and operate it.
Lotus Herbals appoints Avantika Tripathi as head -HR. Tripathi moves from Unilever where she was country supply chain HRBP and ER lead for Ice Cream BU Avantika Tripathi has moved from Unilever to Lotus Herbals as head of human resources. Armed with an MBA in Human Resource Development, Avantika Tripathi began her professional journey as HR officer with Radiohms Agencies (Nippo Batteries), in January of 2010. A little over a year later, she switched to Bisleri International where she spent over a decade. She entered the organisation as a human resource executive, in April of 2011. A year later, she was promoted to assistant manager-HR. Two years into this role, she was elevated yet again, to manager HR and IR, handling recruitment, performance management, HR operations, employee engagement and talent management for Greater Delhi area. Another promotion in 2017 made her regional manager-HR, North India. For the next over four years, she handled change management and diversity and inclusion. United Breweries roped her in for the role of unit HR head-HRBP in February of 2022. This role saw her dabbling in planning, stakeholder management, talent acquisition, PMS, sales HR and training among other things. It was in December of 2023 that she joined Unilever as unit HR manager, working out of Gandhidham, Gujarat. Over a year into this role, she was promoted to country supply chain HRBP and ER lead for ice cream BU. Now, in her latest role at Lotus Herbals, the natural cosmetics company, she will be tasked with leading the people strategy, primarily focussing on inclusive growth, digital?led HR practices, positive culture building, and creating a future?ready organisation.
Unilever has signed an agreement to acquire Grüns, a leading US-based green superfood supplement company. The British consumer goods giant said the deal marks another step in optimising its portfolio towards premium and high-growth categories, with increased focus on beauty, wellness and the American market. Founded in 2023, Grüns has become one of the largest brands in the US green supplement category, distributing products through retail and direct-to-consumer channels. Financial terms were not disclosed. The transaction is expected to close later this year, subject to regulatory approvals and customary closing conditions. Unilever operates approximately 400 brands globally, including Dove, Knorr and Hellmann's, reaching 3.4 billion consumers daily across more than 190 countries.