Supply Chain

• Own regional end-to-end supply chain performance outcomes, including availability, cost, inventory, productivity and resilience
• Establish a “best-looks-like” end-to-end operating model across bottlers
• Drive fact-based discussions on service, cost, inventory and risk trade-offs
• Govern the effectiveness and maturity of S&OP / IBP processes across bottlers
• Integrate demand, supply, inventory and value chain perspectives into decision making
• Elevate planning quality through scenario-based and unconstrained thinking
• Lead system-level discussions on network design, cross-border flows, capacity allocation and sourcing footprint
• Challenge and validate bottler proposals using end-to-end system economics and risk scenarios
• Align supply chain structures with growth, innovation and route-to-market strategies
• Build and govern a regional supply chain value pipeline covering COGS, logistics, working capital and complexity
• Ensure benefits are quantified, finance-validated and transparently tracked
• Convert operational improvement into tangible business value
• Enforce standard KPI definitions and objective performance measurement
• Replace narrative reporting with data-driven scorecards and benchmarks
• Enable leadership to see performance gaps versus peers and best-in-class
• Ensure robust business continuity and risk mitigation frameworks across bottlers
• Stress-test assumptions and challenge perceived readiness
• Identify continuous improvement opportunities throughout the end-to-end supply chain and take necessary actions
• Operate through influence, governance and transparency rather than direct line authority
• Partner with bottler COEs, Supply Chain leaders, TISC leaders, Franchise Tech Ops, Commercial and Finance
• Act as a trusted advisor and challenger, escalating issues when required

Supply Chain jobs in Kazakhstan

Director, Supply Chain – Caucasus and Central Asia