Marketing Company Account Manager

Operations’ link to the Marketing Company & back to operations.

Successful integration with the MC – the role holder is the primary contact for all MC business strategies impacting Operations, e.g. Authorised Generics/ Second Brands.

MC needs are represented to GSPs and APs for all product supply related initiatives and opportunities

The role holder represents both the MC and global/regional Operations for initiatives around business development, labelling, product security, packaging and supply chain innovation, asset strategy and other improvement initiatives.

All relevant MC balanced scorecard strategies and priorities are supported.

There is MC/Operations transparency on issues, challenges and opportunities, including FMC improvements.

Operations strategies related to product enhancements and improvements are represented, e.g. packaging initiatives, product security, asset strategy, etc.

The MCAM develops strong business links, relationships and influence with the Marketing Company at many levels (Brand Manager Marketing / Finance / Regulatory Director / CFO/ Marketing Company President).

Customer Service Level agreements with Commercial are set and reviewed annually.

Demand management.

The incumbent will play a key role within all four principles of demand management through the -12 months from Launch to 3-5 year planning horizon.

Demand volumes are understood and validated, and there is recognition of when they need to be challenged

There is appropriate market intelligence related to demand volumes communicated through the monthly planning cycle

Step changes / major deviations to the volumes are highlighted, coupled with the market intelligence, and there is collaboration with GSP/AP to ensure proper planning

Demand changes in APO are updated

MC stakeholders are partnered with regarding development of new product launch volumes, pipeline fill, asset change and product discontinuation volume management, etc.

Improvements to forecast quality performance are driven via collaboration with the MC

Represents Operations on key supply related Marketing Company projects

Responsible for supporting the NPI process as outlined in the IBP Guidelines

Leads the range rationalization and optimization process on behalf of the MC

Integrated business planning

The role holder is a key stakeholder in the IBP process in support of the monthly global planning cycle

Opportunities and issues are identified and solutions recommended in efforts to optimize the value chain, and these are escalated when necessary. Decisions are made in collaboration with senior leaders from finance and commercial

Generating & communicating a balanced and realistic demand plan.

Proactively synchronizing supply and demand plans to ensure the demand plan can be realized

In periods of issue management recovery or arbitration, ensure appropriate balance between supply and demand to prevent patient impact

Customer service.

Segmentation - Appropriate Customer Service Levels are agreed by product, in collaboration with GSPs, APs, MCs whilst Operations’ strategies for inventory targets and COGs objectives are balanced and supported

The role holder executes responsibilities in the Supply Chain Monitor process for stock out management and reporting

Volume-based inventory targets for CMI & VMI products are established, in collaboration with GSPs and APs.

Appropriate actions are agreed where demand and supply cannot be balanced, in collaboration with GSPs and APs – these are subsequently communicated to and managed with the MC, and where necessary demand is managed

Required Capabilities

Operations

End-to-End Supply Chain Principles

Supply Chain Planning

AZ Core

Business Relationship Management

Evaluation & Analysis

Business Awareness/Acumen

Influencing

Supplier/Partnership Management

Leadership

Commitment to Customers & Integrity

Represents and shapes Customer perspectives: Shapes perceptions of AZ and engages with different internal & external customer groups to inform decision making and planning.

Demonstrates commitment and the courage to do the right thing

Strategic Leadership

Identifies untapped opportunities: Makes creative connections between internal and external trends to identify and communicate untapped opportunities that impact beyond their area

Acts Decisively

Creates Clarity for others to act decisively: communicates proactively with others across boundaries to ensure shared purpose and clear accountability for future decisions, enabling others to act decisively and with courage

Drives Accountability

Creates cross boundary Accountability: Holds peers and partners accountable for executing against a shares purpose and demonstrating the commitment to deliver business outcomes with integrity for AZ

Works Collaboratively

Establishes shared purpose across boundaries: Works across teams and functional and external boundaries to create the shared purpose, clarity , and innovation needed to deliver business value

Develops People & Organization

Invests in long term development of others : Takes the time to nurture others’ unique talent offering feedback and development opportunities that broaden and challenge others’ perspectives and enable personal success now and in the future

AZ Values

Demonstrates AZ Values within the requirements of the role