Director, Integrated Business Planning CoE

Position Summary The Director, Integrated Business Planning Center of Excellence (IBP CoE) is responsible for defining, leading, implementing, and continuously evolving the Beer Division IBP operating model on behalf of the IBP CoE. This role defines and maintains IBP standards and best practices, governs the initiative roadmap, and owns the IBP Process Health Check and Process Maturity Assessment — ensuring the Beer Division’s IBP governance and planning processes operate as one version of the truth and continuously mature. This leader drives decision quality, transparency, and value creation by embedding scenario based planning, clear governance, and partners closely with CoE Enablement and Execution to ensure prioritized work translates into delivered capability.

Define and own the IBP North Star, including the initiative roadmap and maturity progression across all IBP building blocks (demand, supply, financial integration, governance, data & technology), ensuring alignment to enterprise priorities and business outcomes. End-to-End Beer Value Chain Value Identification: Identify E2E value opportunities across the Beer Division IBP operating model. Classify issues such as capability or tool enablement gaps and assess impact on forecast quality, financial alignment, and Forecast value add (FVA). Standards & Governance: Define and maintain IBP standards and best practices, ensuring consistent ways of working across Demand, Supply, Governance, and Finance integration, and enabling improved planning performance and decision alignment across the organization. Initiative Roadmap & Prioritization: Develop and govern the IBP initiative roadmap, leading prioritization and trade-off decisions to ensure focus on the highest-value opportunities and scalable solutions across categories. Process Maturity: Own the IBP Process Health Check and Process Maturity Assessment, driving continuous improvement of the IBP operating model and ensuring maturity progression translates to measurable gains in planning effectiveness and business performance. Change Leadership: Lead and Influence at both executive and junior levels to establish IBP as the core enterprise operating model for balancing growth, cost, service, and risk across a multi-horizon planning cycle Success Metrics Top Line Revenue Growth — driven by improved planning accuracy and demand-supply matching Bottom Line Total Landed Cost Reduction — Production Efficiency, Transportation, Labor and Network Optimization savings EBIT Margin Working Capital Exposure — inventory turns improvement, working capital reductions IBP Process Maturity Score — improvement across the Health Check and Maturity Assessment Standards Adoption — consistency of “one version of the truth” across planning functions Operational Excellence — Planning Accuracy, continuous improvement implementation, IBP process effectiveness Working Relationships Reports to: Senior Director, IBP CoE Indirect Reports: IBP Process SME(s)/Analyst(s) Key Interfaces: IBP Process Owners/Leads Director, IBP CoE Enablement Execution/IT (Solution Architects, DevOps) Knowledge Hub Finance, Supply Chain, Commercial (Sales/Marketing) Role Expertise Bachelor’s degree with 8-10+ years in Supply Chain/Integrated Business Planning, with deep IBP domain expertise across Demand, Supply, and Executive/Financial review cycles. Proven experience designing or governing standards, frameworks, or maturity models within a large, matrixed organization. Experience facilitating cross-functional governance forums and steering committees. Working knowledge of agile and product operating models preferred. Individual Skills Strategic Planning & Business Acumen: Connects governance decisions to enterprise service, cost, and working-capital outcomes. Deep IBP Expertise: Fluent in the full IBP cadence — Portfolio, Demand, Supply, Pre-Exec, and Executive Review. Data/Analytics Proficiency: Uses data to