S&OP Manager, Integrated Business Planning
Amazon · Sao Paulo, Sao Paulo, BRA ·
- Category
- Management
The S&OP Manager owns Brazil Retail's weekly and monthly S&OP cycle end-to-end: reconciling demand and supply, translating the plan into an executive-grade narrative, and orchestrating the cross-functional decisions that come out of it. This is a Business Planner & Orchestrator role, going beyond the statistical forecasting analyst. The S&OP Manager doubles down on the business inputs, the "so what," and the cross-functional alignment that turn a forecast into a decision.
The person in this role is the connective tissue between Vendor Managers, Finance/FP&A, SCOT, Operations, and IBP leadership on the weekly and 3–month planning horizon.
Key job responsibilities
Own the monthly S&OP cycle:
- Run the Brazil Retail weekly S&OP process and reports: demand review (NWD), supply review (NVF), financial reconciliation, executive readout.
- Reconcile topline and product family (PF)-level demand with buying, inventory, and Finance targets; land a single approved consensus plan per cycle.
- Author the S&OP narrative for the MBR and cross-functional forums for Retail
Consume OP1/OP2 as inputs; own the tracking loop
- Receive OP1 and OP2 approved plans from the Business Planning pillar and Finance as inputs to the S&OP cycle.
- Track actuals vs. OP plan weekly and monthly at topline and PF level; publish variance with named business drivers, not "unknown" placeholders.
- Refresh the in-cycle forecast against the OP plan; call out material deviations, propose re-plans, and drive the decision through the S&OP forum.
- Own the weekly Recovery Plan tracking with VMs and Finance when the business runs behind OP; move from delivering data to challenging assumptions.
Business input ownership and Have Backbone in practice:
- Bring data-backed challenges to PF-level assumptions in leadership forums; present alternatives, not questions.
- Escalate structural deviations from OP1/OP2 back to SCOT Topline team with a written recommendation, not just a variance report.
Cross-functional orchestration:
- Chair working sessions across Retail, Store Finance, Marketing and ISM on planning inputs and outputs.
- Publish and maintain RACI matrices for the plans you own; ensure decisions are referenced in downstream forums.
- Act as the single point of contact for S&OP topics into Finance/FP&A, Business, Ops and SCOT.
Tooling and process transformation:
- NWD and NVF Simulator, GMS Flash Report and, more importantly, lead the retirement of manual workarounds as SCOT tools land.
- Contribute to the S&OE ⇄ S&OP interface: what belongs in the weekly execution loop vs. the monthly planning loop.
A day in the life
What "good" looks like in this role
The monthly S&OP plan lands on time with a written narrative that stands on its own for an executive audience — no live walk through required.
Weekly and monthly plan-vs-actual tracking is published on cadence, with named drivers and proposed actions, not just variance numbers.
Vendor Managers, Finance, and SCOT act on your recommendations, not just your data.
Structural deviations from OP1/OP2 are escalated back to SCOT Topline team with a written recommendation before they harden into the plan.
Manual S&OP work is progressively retired to SCOT tooling under your ownership, with zero disruption to the plan.
About the team
IBP is the planning backbone for Amazon Retail Brazil. The team is organized around 4 pillars — Business Planning, S&OP, OIH (On-hand Inventory / Health), and S&OE (Sales & Operations Execution) — and partners with Vendor Managers, Finance/FP&A, SCOT, Operations, and ISM to plan and run the business on a monthly and weekly rhythm. The S&OP pillar owns the weekly - 3-month horizon and the executive planning narrative.
The person in this role is the connective tissue between Vendor Managers, Finance/FP&A, SCOT, Operations, and IBP leadership on the weekly and 3–month planning horizon.
Key job responsibilities
Own the monthly S&OP cycle:
- Run the Brazil Retail weekly S&OP process and reports: demand review (NWD), supply review (NVF), financial reconciliation, executive readout.
- Reconcile topline and product family (PF)-level demand with buying, inventory, and Finance targets; land a single approved consensus plan per cycle.
- Author the S&OP narrative for the MBR and cross-functional forums for Retail
Consume OP1/OP2 as inputs; own the tracking loop
- Receive OP1 and OP2 approved plans from the Business Planning pillar and Finance as inputs to the S&OP cycle.
- Track actuals vs. OP plan weekly and monthly at topline and PF level; publish variance with named business drivers, not "unknown" placeholders.
- Refresh the in-cycle forecast against the OP plan; call out material deviations, propose re-plans, and drive the decision through the S&OP forum.
- Own the weekly Recovery Plan tracking with VMs and Finance when the business runs behind OP; move from delivering data to challenging assumptions.
Business input ownership and Have Backbone in practice:
- Bring data-backed challenges to PF-level assumptions in leadership forums; present alternatives, not questions.
- Escalate structural deviations from OP1/OP2 back to SCOT Topline team with a written recommendation, not just a variance report.
Cross-functional orchestration:
- Chair working sessions across Retail, Store Finance, Marketing and ISM on planning inputs and outputs.
- Publish and maintain RACI matrices for the plans you own; ensure decisions are referenced in downstream forums.
- Act as the single point of contact for S&OP topics into Finance/FP&A, Business, Ops and SCOT.
Tooling and process transformation:
- NWD and NVF Simulator, GMS Flash Report and, more importantly, lead the retirement of manual workarounds as SCOT tools land.
- Contribute to the S&OE ⇄ S&OP interface: what belongs in the weekly execution loop vs. the monthly planning loop.
A day in the life
What "good" looks like in this role
The monthly S&OP plan lands on time with a written narrative that stands on its own for an executive audience — no live walk through required.
Weekly and monthly plan-vs-actual tracking is published on cadence, with named drivers and proposed actions, not just variance numbers.
Vendor Managers, Finance, and SCOT act on your recommendations, not just your data.
Structural deviations from OP1/OP2 are escalated back to SCOT Topline team with a written recommendation before they harden into the plan.
Manual S&OP work is progressively retired to SCOT tooling under your ownership, with zero disruption to the plan.
About the team
IBP is the planning backbone for Amazon Retail Brazil. The team is organized around 4 pillars — Business Planning, S&OP, OIH (On-hand Inventory / Health), and S&OE (Sales & Operations Execution) — and partners with Vendor Managers, Finance/FP&A, SCOT, Operations, and ISM to plan and run the business on a monthly and weekly rhythm. The S&OP pillar owns the weekly - 3-month horizon and the executive planning narrative.