Customer Supply Chain Manager

Customer Supply Chain Manager

Clorox is the place that's committed to growth for our people and our brands. Guided by our purpose and values, and with people at the center of everything we do, we believe every one of us can make a positive impact on consumers, communities, and teammates. Join our team.

Your role at Clorox:

The Customer Supply Chain Manager (CSCM) is a critical owner within Clorox Logistics, accountable for end-to-end orchestration of service, cost, cash, and growth for assigned customers. The CSCM integrates Logistics into Sales, IBP, and Finance decision forums, using decision-safe data, cost-to-serve insights, and scenario analysis to make and communicate clear trade-off decisions. Success in this role requires strong financial acumen, disciplined operating rigor, and the ability to translate complexity into actionable recommendations and strategies that accelerate smart growth while protecting cost and service outcomes.

In this role, you will:

End-to-End Customer & Network Ownership

• Own end-to-end customer supply chain performance across order-to-cash, including service, inventory, cost-to-serve, fines, cash, and compliance outcomes.
• Act as the primary supply chain integrator for assigned customers, connecting Sales, IBP, Planning, Logistics, Finance, Order Management, Transportation, and external partners.
• Serve as the subject-matter expert on Clorox supply chain programs and Customer supply chain behaviors, constraints, and opportunities; use these insights to influence commercial and operational decisions.
• Represent Logistics in cross-functional decision forums with clear ownership and accountability, reducing escalation and enabling faster decisions.

Decision-Safe Analytics & Digital Fluency

• Develop and apply decision-safe analytics to enable faster, more consistent decisions as automation and AI increase.
• Interpret dashboards, system outputs, and AI-enabled insights to assess service, cost, and growth implications.
• Focus analytics on a small set of decision-critical inputs ("golden inputs") embedded directly into planning and operating workflows.
• Use objective analytics to anticipate risk, demand shifts, service instability, and cost exposure.

Cost-to-Serve & Financial Acumen Leadership

• Own customer-level cost-to-serve analysis, including transportation, warehousing, inventory positioning, fines, service recovery, and operational touches.
• Quantify financial impacts of service model decisions, customer collaboration efforts, and operational improvement initiatives.
• Translate freight spend, fines, and service variability into targeted, high-ROI corrective actions.
• Partner closely with Finance to improve forecasting accuracy, accrual discipline, and proactive management of logistics spend and fines risk.
• Understand and communicate working-capital and cash impacts associated with inventory, dwell, and service decisions.

Trade-Off & Scenario Decision Making

• Partner with Sales, IBP, and Finance to evaluate scenarios tied to demand volatility, promotions, capacity constraints, and growth initiatives.
• Lead fact-based trade-off discussions that balance service commitments, cost discipline, cash impact, and growth priorities.
• Clearly communicate recommendations, assumptions, risks, and downstream impacts to senior stakeholders.
• Operate within defined decision rights, resolving trade-offs at the lowest appropriate level and escalating only when thresholds are exceeded.
• Reinforce governance clarity on which growth bets are approved, paused, or exited based on service and cost realities.

Operational Rigor & Continuous Improvement

• Drive performance across KPIs including order fill, OTIF, inventory health, on-shelf availability, customer compliance, and cost-to-serve.
• Lead structured root-cause problem solving (e.g., A3 / 5 Whys) on service misses, fines, and cost variances.
• Hardwire standard work, clear process ownership, and repeatable controls across OTC and embedded Logistics activities.
• Establish and sustain standard operating rhythms (weekly and monthly reviews) with clear owners, actions, and outcomes.

Customer Collaboration & External Partnerships

• Enable segmented service models by customer, channel, and portfolio aligned to customer value and cost-to-serve profiles.
• Support disciplined customer collaboration using shared scorecards, analytics, and improvement roadmaps.
• Quantify the financial value of customer collaboration efforts to focus resources on the highest-return opportunities.
• Partner with 3PLs and carriers to drive innovation, execution reliability, and efficiency through data-driven performance management.

What we look for:

Required

• 35+ years of experience in supply chain, logistics, or customer operations within a CPG, retail, or complex distribution environment.
• Strong analytical capability with a demonstrated ability to convert data into clear business decisions.
• Proven experience performing cost-to-serve analysis, evaluating trade-offs, or supporting financially grounded decision-making.
• Ability to synthesize service, cost, cash, and growth impacts and communicate them clearly to cross-functional and senior stakeholders.
• Experience operating in ambiguity while maintaining accountability, discipline, and forward momentum.
• Strong cross-functional partnering skills across Sales, Finance, Planning, and Operations.

Technical & Digital Fluency

• Proficiency in Power BI, Excel, SAP/S4, WMS/TMS, or comparable planning and execution tools.
• Ability to question system outputs, interpret AI-enabled recommendations, and apply insights to real decisions.
• Comfort working with forecasts, inventory signals, service metrics, and financial data in fast-moving environments.

Leadership & Ways of Working

• Owner mindset with bias toward action, disciplined decision-making, and accountability over escalation.
• Strong financial acumen; understands profit drivers, cost levers, and service-to-cash trade-offs at the customer and network level.
• Clear, concise communicator who can lead constructive conflict and align diverse stakeholders around data-based decisions.
• Growth mindset with curiosity, learning agility, and comfort adopting new tools, analytics, and ways of working.

What Success Looks Like

• Decisions are made faster with clearer ownership and fewer escalations.
• Cost-to-serve, fines, and service variability are proactively managed rather than reactively absorbed.
• Analytics are embedded into day-to-day decisions, not retrospective reporting.
• Customer collaboration delivers measurable financial and service value.
• Stakeholders trust the CSCM as a business partner who brings clarity, rigor, and ownership to complex trade-offs.

#Li-Hybrid

Workplace type:

Hybrid