Supply Chain Planning Leader

At DuPont, our purpose is to empower the world with essential innovations to thrive. We work on things that matter. Whether it’s providing clean water to more than a billion people on the planet, producing materials that are essential in everyday technology devices from smartphones to electric vehicles, or protecting workers around the world. Discover the many reasons the world’s most talented people are choosing to work at DuPont. Why Join Us | DuPont Careers Supply Chain Planning Leader Position Summary The Supply Chain Planning Leader is responsible for defining, building, and deploying DuPont's global end-to-end supply chain planning operating model across all Lines of Business. This leader will establish harmonized processes, standards, governance, capabilities, and performance management for Demand Planning, Supply Planning, Production Planning and Scheduling, and Integrated Business Planning (IBP). The role will create greater consistency and connectivity from customer demand through manufacturing execution, enabling faster and better decision-making, improved customer service, increased inventory and working-capital productivity, and stronger operational resilience. Working across a complex global matrix, the Planning Leader will partner with Line of Business, Commercial, Manufacturing, Supply Chain, Finance, Procurement, IT/Digital, and Operational Excellence leaders to create enterprise planning standards while ensuring the processes remain practical and responsive to different business and manufacturing models. The role manages a small team of Supply Chain professionals. This role directly supports DuPont's enterprise supply chain strategy to establish common standards, governance, performance management and capabilities across Lines of Business. The role reports to the VP, Integrated Supply Chain. * Please note - This position is located at the DuPont Corporate Headquarter offices in Wilmington, Delaware and follows a hybrid work policy (4 days in the office and 1 day remote) Key Responsibilities Global Planning Strategy & Operating Model • Define and lead the enterprise planning strategy and operating model , aligned to DuPont's business, growth, commercial, operational excellence, and supply chain strategies. • Establish a common global framework connecting Demand Planning → Supply Planning → Production Planning & Scheduling → Execution . • Define enterprise standards, roles, decision rights, governance, planning horizons, operating cadence, and escalation mechanisms. • Balance enterprise standardization with the differing needs of DuPont's businesses, manufacturing technologies, customer segments, and supply networks. • Establish clear maturity expectations and roadmaps to progressively improve planning performance across all Lines of Business. This emphasis parallels DuPont's broader supply chain operating-model direction, which calls for clear roles, decision rights, governance and performance expectations across Lines of Business. Demand Planning & Integrated Business Planning • Establish common Demand Planning standards that strengthen forecast quality, assumptions, accountability, and integration with Commercial and Business teams. • Strengthen IBP/S&OP processes to create one integrated view of demand, supply, capacity, inventory, risk, and opportunity. • Ensure appropriate executive decision-making and scenario planning when demand, capacity, materials, or business priorities are misaligned. • Drive stronger integration between planning and business strategy, including growth initiatives, product transitions, capacity decisions, and portfolio changes. Supply & Production Planning Excellence • Establish enterprise standards for supply planning, production planning, master scheduling, inventory planning, and capacity management. • Improve translation of demand into executable production and inventory plans. • Strengthen planning discipline across manufacturing sites and external manufacturing networks. • Partner with Manufacturing and Operations leaders to improve schedule stability, responsiveness, asset utilization, and customer delivery. • Define segmentation approaches that recognize differing products, customers, lead times, manufacturing constraints, and supply-chain economics. Performance Management & Continuous Improvement • Establish a common planning performance framework with clear enterprise KPIs and leading indicators. • Drive sustained improvement in measures such as: • Customer service / delivery • Forecast accuracy and bias • Schedule adherence / attainment • Inventory and working capital • Slow-moving and obsolete inventory • Planning stability • Capacity utilization and supply responsiveness • Create transparent performance reviews and use root-cause/problem-solving disciplines to close performance gaps. • Partner with Operational Excellence to embed planning improvements into the DuPont Business System (DBS) and build a culture of continuous improvement. Digital Planning, Data & Analytics • Partner with IT/Digital and business leaders to define the enterprise roadmap for planning technology, data, analytics, and automation. • Establish common data definitions and robust single sources of truth for planning performance and decision-making. • Advance the use of scenario modeling, predictive analytics, AI, and automation to improve planning quality, speed, and productivity. • Ensure technology investments reinforce standardized business processes rather than automate unnecessary complexity. Organizational Capability & Talent • Build an enterprise planning community and strengthen capability across Demand, Supply, Production Planning, Scheduling, and IBP. • Define critical planning capabilities, roles, competencies, career paths, and development priorities. • Establish standard training, coaching, practitioner development, and knowledge-sharing mechanisms. • Develop a strong pipeline of supply chain planning talent and future ente