Director, Quality & Materials Planning Process Lead
PfizerROLE SUMMARY
Pfizer Global Supply (PGS) is the part of Pfizer that brings approved medicines to patients. Within PGS, the Site Supply Transformation organization ensures that manufacturing sites have the processes and systems they need to plan and execute the flow of materials as efficiently and effectively as possible, driving data accuracy, continuous improvement and innovative ways of working.
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A production plan is only as good as the resources it depends on. Materials have to be on site when the plan calls for them, and laboratory capacity has to be available to test and release what the sites make. The Director, Quality & Materials Planning Process Lead owns the global processes, systems and master data behind both: Material Requirements Planning (MRP), procured inventory management and materials management across the manufacturing network, and the standard Lab Scheduling process and scheduling tool across the global laboratories network.
This role turns what are today separate programs into a single operating model. The colleague in this role sets the strategy and multi-year roadmap for materials and quality planning capability, is accountable for the outcomes those processes deliver — material availability, inventory health, laboratory turnaround and release reliability — and ensures the resulting material and laboratory constraints are represented in the production plans and schedules those sites run on, rather than discovered when a plan fails.
This is a global role. It leads a team of global process and system owners, engages site and quality leadership (T2–T3) across the network, and represents materials and quality planning in above-site governance, digital investment decisions and the deployment of new planning capability.
ROLE RESPONSIBILITIES
Strategy and Operating Model
• Own the global operating model for materials planning and quality/laboratory planning — the standard processes, the systems that run them, the master data and planning parameters that drive them, and the governance that keeps them standard across the network.
• Define and own the multi-year roadmap and business case for materials and quality planning capability, prioritizing investment across the two domains and sequencing deployment across sites and laboratories.
• Set the degree of standardization and the permitted level of local tailoring, and hold the network to it through a change control and governance process that the sites understand and accept.
Accountability for Outcomes
• Hold accountability for the performance of both domains — material availability and service level, inventory accuracy, days of inventory on hand, reduction of Distressed Inventory, laboratory schedule adherence, testing turnaround and release cycle time — and own the global measurement system and reporting that makes that performance visible and comparable across sites.
• Use cross-site benchmarking to identify where performance differs, establish whether the cause is process, parameter, system or capacity, and direct improvement effort accordingly.
Integration with Production Planning and Scheduling
• Ensure material availability and laboratory capacity are represented as explicit constraints in production planning and scheduling, working with the production scheduling and optimization teams so that plans are built against the resources that will actually be there.
• Own the parameter and master data standards shared across MRP, inventory and laboratory scheduling, and the closed loop that feeds execution actuals back into planning parameters so they stay current.
Deployment and Adoption
• Direct the deployment of standard processes and systems across sites and laboratories, including the first global implementation of production scheduling across Pfizer’s laboratories network, holding delivery against plan and resolving the risks and trade-offs the team escalates.
• Own the sustainment model — the support path, the training and documentation, and the continuou