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I need 11 likes plz.. !!
HELP PLEASE! !
Hello i got an offer from Brillio (joining in 2023) but as an intern i have experience of using go-lang as backend developer. So my question is should i join Brillo or look for some other companies. I don't know what type of clients Brillio have and tech they use.
Please help.
Where can I get a Tux? Nothing too crazy <$1500
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Received an offer as Engagement Director from Salesforce (CSG, pre sales, L9). Great benefits package, 40% increase in total comp and better WLB.
I do love the people in my practice and current client, but career trajectory has stalled after taking parental leave earlier this year and (yet another) change in leadership.
Realistically, making to Director is 2-3 years away and will require sacrificing time with my family that I am not prepared to give up.
Should I stay or should I go?
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It varies. Will need to know in's and out's of demand forecasting, puchasing, distribution, fullfillment, logistics and operations. The space is broad and knowlege is built with hands-on operations experience. The role is more elevated in a CPG company. An experienced PM with a good business edu and experience with with systems/ technologies can handle this work as a Sr Manager. Director is often promoted within and comes from another company in the similar space. This is not as easy as it seems without spending a few years practicing the trade and steering the ship.
Thank you, I have done work across most of the supply chain and have deep understanding of how things flow from raw materials to customer, including flows of cash and information.
I would say I am strongest in the analytics/integrated measurement strategy, scm financials, and am considered a transportation & distribution "SME" for whatever thats worth.
I am exploring whether there is opportunity to skip to industry as a Director and steer the ship
These roles highly vary depending on size and complexity of the client network & footprint. It also may differ from company of how end-to-end the coverage spans. In general this role is highly complex and dependent upon multiple teams working in complete sync with one another, all the way from planning, to procurement, to manufacturing, down to logistics & fulfillment and even possibly after sales servicing.
I would not underestimate the requirements and core skill sets as it requires deep expert knowledge. Do not fall under the naive fallacy that the scope of work you are supporting this director is everything and all that he/she is in charge of - that would be a terribly pour gauge. To think that a 2-6month long project can cover the full breadth of his/her core responsibilities and skills is a grave mistake.
There's a key split between operational vs strategic responsibilities for type of role. It can range widely - he/she could be firefighting a major SCM disruption coming about unexpectedly from a natural disaster in a particular region in the world (e.g., volcanic ash disrupting air flow of materials) or a breakdown in inbound supplier raw materials (e.g., like the semicon disruption right now for EV/automanufacturers). Ranging to more strategic issues such as solving for future-state global supply network and footprint of factory locations, warehouse & distributor footprint, make-vs-buy decisions, portfolio rationalization, etc.
I do not think you mean to structure your comm this way - but the way you phrase the Q comes across as highly naive and narrow-minded. Perhaps I'm wrong and you are a highly experienced veteran in this space with multiple years of deep expertise operating and owning the P&L in this space. If so, I do apologize but as feedback I would reco phrasing your question in a more respectful manner.
Thank you EM1, this is helpful.
From what you mentioned what I am missing is owning a P&L. I do have an accounting degree so I am very clear on how each decision impacts the financial statements. In addition the business case development, cost accounting, & budgeting processes are second nature to me.
Everything else you mentioned I have experience with. From fire fighting supply disruptions, to engaging in network optimization excercises, developing make-buy frameworks for complex products, and currently engaging in my second portfolio rationalization.
I have also pretty much worked everywhere in the supply chain. Started by loading and driving trucks, and managed a warehouse, before going into consulting. Have done projects in strategic sourcing (Indirects and Transportation), developed and implemented forecasting and demand planning processes and PFEP, setting up single piece flow manufacturing lines, have even transformed the order management process, and implemented TMS. Now I specialize in sc analytics.
The Supply Chain Director in general has always been my key stakeholder. But just as you well mentioned, there are things I don't see. Hence why I am asking the questions:
What am I missing?
Woot woot, I got my verbal offer for a Supply Chain Director position today!