Manager, Supply Planning

About Sesh Sesh is a modern nicotine platform company and the #1 independent pouch brand in the US. Our mission is to accelerate the end of smoking. We operate a Canadian and a US operating company, we make our product through a partner manufacturer, and we sell through distributors and retail. We are growing fast and the finance function is being built as we go. You are not starting from zero. There is a demand plan, a contract manufacturer, an ERP, and a team that has kept products on shelf through a lot of growth. What is missing is the layer in between: the supply plan gets rebuilt more often than it gets trusted, and inventory health is the residual of everything else rather than something we set on purpose. And underneath it, the sales curve ahead of us requires our contract manufacturer to add capacity faster than they ever have. The investment decisions sit with leadership, but the plan that says when capacity binds, and the week-to-week work of holding the CM to the ramp, sit here. What you'll own Capacity ramp at our contract manufacturer Maintain the capacity picture against the growth plan: how much capacity we need and by when, worked backwards from equipment and qualification lead times, so the investment call gets made while there is still time to act on it. Model the constraint stack - filling lines, blending, packaging, labor and shifts, warehousing, lab and release - and know which one binds next. It is rarely the one everyone is watching. Track the ramp with the CM against dates and owners rather than a standing agenda item: line additions and qualification, equipment lead times, staffing, and throughput improvement. Chase the milestones and surface the slips early. Give the CM the forward visibility they need to staff and invest ahead of the curve, and give us an honest read on whether their commitments are real. Escalate with options attached - build-ahead, added shifts, resequencing. The supply plan and inventory health Own the constrained supply plan across the full horizon: a rough-cut view out 12 to 18 months to feed capacity decisions, a 13-week operating window, and a firm near-term commit. Build and defend finished goods inventory targets by SKU and location, from measured demand variability, supply variability, and our service target - not a flat rule of thumb applied to everything. Size the buffer to absorb real forecast error and production variability. Measure both, segment SKUs by volume and volatility, and revisit targets on a cadence as the ramp changes them. Balance service, cash, and shelf life, and own the supply side of launches and transitions - build-ahead, phase-in and phase-out, and no stranded components when a format changes. S&OP and weekly execution Lead the supply and capacity review in our monthly S&OP. Bring a plan rather than a data dump: where demand and capacity diverge, how far out, what the options are, and what you recommend. Run the weekly sales and operations execution meeting. What changed, what it does to the plan, what we are doing about it, who owns it, and by when. Standing agenda, decisions made in the room. Publish the plan of record, and keep the line clear between what gets settled weekly and what goes to monthly S&OP, so decisions reach leadership with time to act. Production planning and materials Translate the supply plan into a feasible build schedule with the CM: line assignment, campaign and changeover sequencing, minimum runs, and lead times that reflect how the plant actually runs. Hold the rolling production commit - a firm window with defined change rules - and hold both sides to it, including us. Track schedule adherence, yield, and scrap against plan, with root cause and corrective actions on the misses. Secure the materials behind the plan. Nicotine, pouch material, cans and lids, film, labels, and cartons have to be at the CM in the right quantity at the right time, whether we buy them or the CM does. Own material requirements planning off the pro…

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