Supply Chain Manager Cover Letter

I’m applying for the Supply Chain Manager role because I’ve built measurable service and inventory performance across complex SKU landscapes. In a recent FMCG remit (£200M revenue; ~3,000 SKUs), I improved OTIF to 97% by tightening planning governance and translating demand signals into workable supply plans.

I also drove 12x inventory turns by reducing excess stock through more consistent MRP run timing and clearer stock placement rules. I use SAP APO for scenario planning and to stress-test constraints, ensuring decisions are grounded in logistics reality rather than estimates.

S&OP is where I focus most of my time: not just running the meetings, but making sure actions land and results follow. I operate a disciplined cadence—demand review, supply review, and agreement on the commercial and operational plan—then I track decisions to closure using owner-based action logs.

With SAP APO and standard reporting packs, I compare forecast inputs against capacity, lead times, and availability so we can address risks early. This has helped stabilise service levels while supporting cost control, because the team understands trade-offs between premium freight, safety stock, and customer service targets.

My day-to-day approach combines planning mechanics with practical execution. I manage material requirements planning (MRP) runs and governance to ensure parameters reflect real lead times, supplier constraints, and purchase order performance—then I validate outputs against sales forecasts and ATP logic for customer promise accuracy.

When demand swings or supply disruptions occur, I run what-if scenarios in SAP APO to quantify impacts on service, inventory, and working capital. I then translate those findings into clear options for stakeholders, including Procurement, Operations, and customer-facing teams.

I lead by establishing ways of working that reduce friction across functions. As a manager of a supply team of 8, I coached planners on root-cause analysis for recurring issues such as stockouts, expedites, and forecast bias, and I ensured escalations followed a consistent RACI.

I’ve worked closely with Procurement to improve supplier reliability and with Operations to align production schedules to the agreed S&OP plan. The outcome is smoother execution: fewer last-minute changes, faster decision-making, and clearer accountability tied to KPIs such as OTIF and inventory turns.