SVP of Demand Planning & Forecasting
manufacturing › Demand / Forecast Planning · E2 — E2 — Senior Director (Executive) · Executive
Senior executive who owns the enterprise demand forecasting strategy and its alignment with inventory and supply commitments.
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What this role is
Senior executive who owns the enterprise demand forecasting strategy and its alignment with inventory and supply commitments. At the Senior Director (Executive) (E2) level, the role owns multiple functions or a major area, multi-function strategy and risk, and drives major-area outcomes. Leads function leaders.
What this level does
- Lead demand planning across multiple product divisions or regions through VPs and Directors, unifying disparate forecasting methods into one governed consensus process
- Own the cross-functional demand-to-supply reconciliation where forecast bias carries company-viability consequences for working capital, service levels, and revenue recognition
- Negotiate contested demand assumptions and consensus outcomes with heads of Sales, Marketing, and Finance in the executive IBP forum
- Set the multi-division statistical modeling and forecast-accuracy targets and the investment case for planning tools (SAP APO, i2 Rhythm, Forecast Pro) that support them
- Drive the long-range (multi-year) demand outlook that anchors capacity, sourcing, and network strategy across the businesses owned
- Knowledge applied
- Applies cross-divisional planning expertise to unify multiple forecasting methods and tools into one governed process spanning divisions or regions.
- Complexity & problem solving
- Addresses abstract, high-consequence demand-to-supply reconciliation issues where forecast bias can impact working capital and company viability.
- Collaboration & interaction
- Negotiates contested consensus outcomes and demand assumptions with top commercial and finance leaders in the executive IBP forum.
- Typical experience
- 15+ years with strategic leadership of multiple planning functions or business units.
Skills at this level
- Statistical Demand Forecasting
- — Uses historical sales data, statistical models, and predictive analytics to forecast future product demand across multiple aggregation levels and time horizons, producing the baseline that informs production and distribution decisions.
- Integrated Business Planning (IBP) Demand Review
- — Leads the monthly, assumption-based demand review that reconciles statistical baselines with commercial input into a time-phased consensus demand plan, driving a clear action log and enterprise-level decisions.
- Consensus Demand Planning
- — Runs the demand dialogue with Sales, Marketing, and Finance to resolve competing views into a single agreed forecast, serving as the integration point between the planning and commercial organizations.
- Forecast Accuracy Governance
- — Sets and monitors forecast-accuracy and bias targets across products and regions, diagnoses systemic error sources, and drives the process and model improvements that raise signal reliability.
- New-Product & Promotional Demand Modeling
- — Owns demand assumptions for new item launches from ideation through post-launch stabilization and evaluates promotional plans to establish future lift assumptions in the forecast.
- Demand-to-Supply Signal Translation
- — Works with Supply, Production, and Deployment planning to convert the consensus/financial forecast into an executable SKU-level operational plan for the network, reconciling demand against capacity and inventory.
- Syndicated Consumer Data Integration
- — Incorporates market and syndicated consumer data (e.g. Nielsen) and point-of-sale signals into forecast models to sharpen demand estimates and detect market shifts.
- Demand Planning Platform Strategy
- — Defines the selection, configuration, and investment case for demand planning systems (SAP APO Demand Planning, i2 Rhythm, Forecast Pro, IBM Analytics Planning) to support the enterprise forecasting operating model.
- Long-Range Demand Strategy
- — Develops multi-year demand outlooks that anchor capacity, sourcing, and network decisions, and links the demand signal to the corporate operating and financial plan.
- Executive Stakeholder Negotiation
- — Negotiates contested demand assumptions and consensus outcomes with top Sales, Marketing, and Finance leaders where decisions carry working-capital and revenue consequences.
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As of · 2026-07-30
Edition · canon-v2@2.1.0-complete
Source · canon-v2 cell + salary-benchmark (model)
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