Sales Planning & Excellence Lead

Deskripsi pekerjaan

About the Role

This is the senior owner of how Tentang Anak plans, forecasts, and measures its offline sales business. As Sales Planning & Excellence Lead, you sit at the intersection of strategy and execution: you set the planning and forecasting rhythm for the offline channel (distributors, modern trade, general trade, and emerging retail partners), build the performance management system that tells us whether we are winning, and drive the process improvements that let a fast-growing commercial team scale without losing control.

You are the trusted analytical partner to offline sales leadership and a connective hub across BI, supply chain, finance, marketing, and trade marketing. While the company operates both online and offline, this role concentrates on the offline side — where route-to-market, distributor economics, and field execution create the biggest planning challenges — while ensuring offline plans stay coherent with the total commercial picture.

You will both build the system and lead the people who run it, mentoring associates and raising the analytical and commercial standard of the wider sales team.

What You Will Own

Sales planning & forecasting

• Own the end-to-end offline sales planning cycle — annual operating plan, quarterly re-plans, and monthly forecasts — and run a disciplined S&OP / demand-planning rhythm with supply chain and finance.
• Build and continuously improve forecasting models that account for seasonality, promotions, new product launches, distribution expansion, and channel mix across modern and general trade.
• Translate top-down targets into bottom-up, achievable plans by channel, region, distributor, and SKU — and stress-test them for realism.

Performance management & reporting

• Define the offline sales KPI framework (primary & secondary sales, productivity, coverage, SLA, inventory, fill rate, sell-through) and own the single source of truth for performance.
• Lead monthly business reviews with distributors and internal stakeholders — framing the story, surfacing risks early, and driving clear corrective actions.
• Oversee the dashboards and reporting cadence (daily/weekly/monthly) so leadership always has timely, accurate, decision-ready numbers.

Commercial analytics & insight

• Turn sales, distributor, and market data into actionable insight on trade investment, promotion effectiveness, distribution gaps, and white-space opportunities.
• Partner with leadership on commercial strategy: route-to-market design, distributor economics, channel prioritization, and pricing/trade-spend trade-offs.

Process improvement & systems

• Identify and close gaps in sales processes, data quality, and tooling; lead the move toward more automated, scalable planning and reporting (e.g., BI tools, CRM/DMS, ERP).
• Establish standards, playbooks, and governance so planning quality holds as the team and product portfolio grow.

Leadership & cross-functional collaboration

• Mentor and develop Associate / Senior Associate team members; set the analytical bar and review quality of outputs.
• Act as the connective layer across business intelligence, supply chain, finance, marketing, and trade marketing to keep data, assumptions, and decisions aligned.

What Success Looks Like (6–12 Months)

• A reliable, repeatable offline planning and forecasting rhythm is in place, with forecast accuracy meaningfully improved and trusted by leadership and supply chain.
• One agreed set of offline sales KPIs and dashboards exists — no more conflicting numbers — and monthly business reviews run on it crisply and on time.
• Distributor and channel performance is actively managed: underperformance is spotted early and converted into corrective action plans with measurable follow-through.
• At least two or three high-impact process or automation improvements have shipped, cutting manual reporting effort and freeing the team for analysis.
• Sales planning is recognized as a strategic partner — leadership pulls the function into commercial decisions rather than treating it as a reporting back-office.
• The Associate team is more capable and independent, with clear standards and a healthy review loop.

Tanggung jawab

About the Role

This is the senior owner of how Tentang Anak plans, forecasts, and measures its offline sales business. As Sales Planning & Excellence Lead, you sit at the intersection of strategy and execution: you set the planning and forecasting rhythm for the offline channel (distributors, modern trade, general trade, and emerging retail partners), build the performance management system that tells us whether we are winning, and drive the process improvements that let a fast-growing commercial team scale without losing control.

You are the trusted analytical partner to offline sales leadership and a connective hub across BI, supply chain, finance, marketing, and trade marketing. While the company operates both online and offline, this role concentrates on the offline side — where route-to-market, distributor economics, and field execution create the biggest planning challenges — while ensuring offline plans stay coherent with the total commercial picture.

You will both build the system and lead the people who run it, mentoring associates and raising the analytical and commercial standard of the wider sales team.

What You Will Own

Sales planning & forecasting

• Own the end-to-end offline sales planning cycle — annual operating plan, quarterly re-plans, and monthly forecasts — and run a disciplined S&OP / demand-planning rhythm with supply chain and finance.
• Build and continuously improve forecasting models that account for seasonality, promotions, new product launches, distribution expansion, and channel mix across modern and general trade.
• Translate top-down targets into bottom-up, achievable plans by channel, region, distributor, and SKU — and stress-test them for realism.

Performance management & reporting

• Define the offline sales KPI framework (primary & secondary sales, productivity, coverage, SLA, inventory, fill rate, sell-through) and own the single source of truth for performance.
• Lead monthly business reviews with distributors and internal stakeholders — framing the story, surfacing risks early, and driving clear corrective actions.
• Oversee the dashboards and reporting cadence (daily/weekly/monthly) so leadership always has timely, accurate, decision-ready numbers.

Commercial analytics & insight

• Turn sales, distributor, and market data into actionable insight on trade investment, promotion effectiveness, distribution gaps, and white-space opportunities.
• Partner with leadership on commercial strategy: route-to-market design, distributor economics, channel prioritization, and pricing/trade-spend trade-offs.

Process improvement & systems

• Identify and close gaps in sales processes, data quality, and tooling; lead the move toward more automated, scalable planning and reporting (e.g., BI tools, CRM/DMS, ERP).
• Establish standards, playbooks, and governance so planning quality holds as the team and product portfolio grow.

Leadership & cross-functional collaboration

• Mentor and develop Associate / Senior Associate team members; set the analytical bar and review quality of outputs.
• Act as the connective layer across business intelligence, supply chain, finance, marketing, and trade marketing to keep data, assumptions, and decisions aligned.

What Success Looks Like (6–12 Months)

• A reliable, repeatable offline planning and forecasting rhythm is in place, with forecast accuracy meaningfully improved and trusted by leadership and supply chain.
• One agreed set of offline sales KPIs and dashboards exists — no more conflicting numbers — and monthly business reviews run on it crisply and on time.
• Distributor and channel performance is actively managed: underperformance is spotted early and converted into corrective action plans with measurable follow-through.
• At least two or three high-impact process or automation improvements have shipped, cutting manual reporting effort and freeing the team for analysis.
• Sales planning is recognized as a strategic partner — leadership pulls the function into commercial decisions rather than treating it as a reporting back-office.
• The Associate team is more capable and independent, with clear standards and a healthy review loop.

Kualifikasi

Who Will Thrive in This Role

• Experience: 6+ years in sales planning, commercial/revenue operations, sales strategy, or commercial finance — ideally in FMCG or another fast-moving, multi-channel, distributor-led business, with real exposure to offline trade.
• Commercial fluency: You understand how an offline FMCG business actually makes money — primary vs. secondary sales, distributor economics, trade spend, coverage and productivity — not just the spreadsheets.
• Analytical depth: Advanced Excel/Sheets is a given; comfort with BI tools (Power BI, Tableau, Looker) and familiarity with CRM/DMS/ERP (e.g., SAP, Salesforce, Oracle) is a strong plus.
• Builder mindset: You’ve set up systems, not just run them — you see broken processes and fix them, and you bring structure to ambiguity.
• Storytelling & influence: You can turn complex data into a clear narrative and a recommendation that non-technical stakeholders act on.
• Leadership: You raise the standard of those around you, give direct and useful feedback, and earn trust across functions.
• Pace & ownership: You thrive in a high-growth, fast-changing environment and bring speed, accountability, and judgment under pressure.

Requirements

• Bachelor’s degree in Business, Finance, Economics, Statistics, Engineering, or a related field.
• 6+ years of relevant experience, including time in a senior individual-contributor or team-lead capacity within sales planning, commercial analytics, or RevOps.
• Demonstrated ownership of forecasting and S&OP/demand-planning processes in a multi-channel environment.
• Advanced proficiency in Excel/Google Sheets; hands-on experience with at least one BI/visualization tool.
• Experience with CRM, DMS, and/or ERP systems is a strong advantage.
• Strong understanding of FMCG sales metrics, distributor management, and offline route-to-market.
• Excellent communication and stakeholder-management skills; able to present to and influence leadership.
• Experience mentoring or managing analysts is preferred.