Haleon
Business Process Expert – IBP (Plan to Forecast)
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Welcome to Haleon
We’re a purpose-driven, world-class consumer company putting everyday health in the hands of millions. In just three years since our launch, we’ve grown, evolved and are now entering an exciting new chapter – one filled with bold ambitions and enormous opportunity.
Our trusted portfolio of brands – including Sensodyne®, Panadol®, Advil®, Voltaren®, Theraflu®, Otrivin®, and Centrum® – lead in resilient and growing categories. What sets us apart is our unique blend of deep human understanding and trusted science.
Now it’s time to fully realise the full potential of our business and our people. We do this through our Win as One strategy. It puts our purpose – to deliver better everyday health with humanity – at the heart of everything we do. It unites us, inspires us, and challenges us to be better every day, driven by our agile, performance-focused culture.
The Enterprise Transformation Programme
This is a multi-year journey focused on transforming the Haleon business building an organisation that is wired for excellence to be able to deliver our ‘Win as One’ strategy and drive growth through continuous improvement. The programme aims to strengthen the heartbeat of our business enabling us to become more agile, efficient, and innovative and is enabled through SAP S/4HANA.
Business Process Expert Role
The Business Process Expert partners with Business Process Owners and functional teams to design, govern, and continuously improve end-to-end business processes.
Detailed Responsibilities
Business Process Experts (BPE) Responsibilities
Business Process Experts (BPE) are responsible for shaping, measuring, and continuously improving process elements to deliver business value. The role partners with the Business Process Owner (BPO) and other BPEs to manage the current process (including ensuring proposed changes are aligned to the intended future state), define the future end-to-end process vision and roadmap, ensuring high-quality, well-controlled, and user-centric processes are created, and drive the transition from current state to future state through disciplined execution, strong governance, and effective change delivery. They support the BPO in maximising value delivery through rigorous performance management, adoption oversight, and continuous improvement activities, to ensuring that committed benefits are realised and sustained.
IBP E2E Planning Responsibilities
- Partner closely with the SAP IBP APS programme to align process, data, and governance outcomes.
- Ensure the evolving end-to-end planning operating model remains coherent across programmes, recognising that elements of “to be” design are already defined and focusing effort on gap closure, standardisation, and usability rather than redesigning from scratch.
- Drive clarity on how the E2E Planning and IBP processes integrate across Supply Chain, Commercial, and Finance and how these processes are enabled by the combined landscape of SAP S/4 (ERP) and SAP IBP (APS).
- Own the process-led definition of critical integration touchpoints between SAP S/4 and SAP IBP (e.g., planning master data, product/location hierarchies, calendars, key figures, and inbound/outbound interfaces), ensuring they support planning accuracy, timeliness, and auditability.
Design Plan and Coordination Responsibilities
- Collaborate with the BPO and the relevant function(s)/operating units to ensure design meets requirements and strategic objectives.
- Facilitate workshops to gather input, feedback, and socialise recommendations made with the functions/operating units to refine and finalise process design in partnership with the BPO and other BPEs.
- Collaborate with the BPO to document “to be” processes; and support evaluation of “as is” processes identifying bottlenecks, inefficiencies, and duplication.
- Drive decisions through relevant governance forums, ensuring decisions are communicated to stakeholders in a timely manner.
- Align designs with programme timelines and milestones, ensuring coordination with other functional areas and interdependent programmes.
- Review and validate existing process design outputs from the SAP IBP APS implementation programme (process flows, design decisions, templates, roles), and translate them into the Plan to Forecast value stream standards and documentation set.
- Lead identification and resolution of process/design gaps created by running multiple change initiatives (e.g., differences in planning calendars, hierarchy definitions, roles/RACI, and KPI calculations) and drive alignment through agreed governance.
- Define and document the end-to-end process steps and controls that depend on S/4 ↔ IBP integration, including ownership of data objects and decision points across systems (what is planned in IBP vs executed/recorded in S/4).
- Coordinate cross-functional agreement on standard demand planning concepts that must be consistently implemented in IBP (e.g., baseline vs uplift logic, event assumptions, forecast versioning, bias management, and exception rules).
- Ensure process design includes explicit requirements for integration performance (timing/latency, cut-off times, error handling, and reconciliation steps) so that planning outputs flow reliably into execution.
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Readiness for Delivery Responsibilities
- Support the Functional Leader in evaluating the preparedness of their functional area for programme delivery, identifying any gaps and proposing solutions.
- Support the business change team in understanding people implications for the change and defining and delivering relevant interventions to create conditions for successful adoption.
- Create appropriate documentation for new processes; partnering with Training & Adoption team to develop appropriate training/upskilling for colleagues to support adoption and benefit realisation.
- Define readiness criteria that reflect a dual-landscape transition, including minimum standards for S/4 and IBP master data readiness, interface readiness, and planning calendar alignment before cutover.
- Partner with the SAP IBP APS programme to ensure training and adoption materials cover not only “how to use IBP”, but also how planning actions in IBP translate into execution in S/4 (and what users must check/reconcile).
- Support definition and execution of end-user readiness activities that target integration points (e.g., reconciliation checks, interface monitoring, exception management, and cut-off adherence).
- Ensure process documentation and standard work include “what to do when it goes wrong” guidance (e.g., interface failures, master data mismatches, version conflicts) to protect continuity and enable rapid issue resolution.
Managing Transition Phases
- Partner with the Business Continuity Manager to establish and manage interim operating states to support business continuity during the change.
- Collaborate with operational teams to design and implement interim processes, ensuring minimal disruption to existing operations.
- Ensure that plans are in place to transition from interim states to permanent processes in a sustainable way.
- Define interim operating procedures where S/4 and IBP deployments are not fully synchronised (e.g., phased rollouts by market/category), ensuring continuity of forecast to supply signal and decision forums.
- Establish interim and permanent reconciliation routines between S/4 and IBP (e.g., master data alignment checks, interface validation, key figure sanity checks) to maintain trust in the numbers during transition.
- Drive clear entry/exit criteria for decommissioning legacy planning workarounds (spreadsheets/local tools), aligned to confirmed IBP stability, interface performance, and user adoption.
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Stakeholder Engagement
- Foster effective relationships with stakeholders, ensuring alignment and collaboration.
- Communicate effectively, adapting messaging for different audiences to ensure clarity and engagement in the programme objectives.
- Champion the interest of the process vision, ensuring priorities are reflected in programme decision-making, and feedback loops are effective.
- Serve as the key process interface between the Plan to Forecast value stream and the SAP IBP APS programme, ensuring design decisions, constraints, and impacts are transparently communicated both ways.
- Align stakeholders on what is “global standard” vs “local flex” specifically in the context of SAP IBP configuration and S/4 integration constraints.
- Facilitate cross-functional resolution of integration-driven issues (e.g., ownership of hierarchies, calendars, and key planning assumptions) to prevent fragmentation and protect the single set of numbers.
- Maintain a strong end-user voice in design decisions, ensuring that new SAP-enabled processes are practical, efficient, and do not introduce avoidable manual reconciliation burdens.
Experience and Key Competencies
- Experience working in complex, global organisations, ideally within Consumer Health, or FMCG sectors.
- Strong analytical skills; ability to analyse complex processes, understand workflow patterns, and identify inefficiencies.
- Knowledge of process modelling software, data analysis tools, and familiarity with automation technologies is essential.
- Project Management Skills: Ability to plan, manage, and execute process improvement initiatives.
- Proven experience operating in a transformation landscape with parallel programmes, able to leverage existing design artefacts and drive pragmatic alignment rather than duplicating work.
- Strong understanding of end-to-end planning processes and the enabling architecture across ERP (SAP S/4) and APS (SAP IBP), including implications for data, controls, and operational execution.
- Experience defining and governing system integration requirements (interfaces, cut-offs, reconciliations, data ownership) and translating these into robust business process controls and standard work.
- Demonstrated ability to drive KPI-based performance management in a system-enabled planning environment (e.g., forecast accuracy/bias, adherence to IBP cadence, and issue resolution effectiveness).
- Ability to influence senior stakeholders and technical teams to resolve cross-programme dependencies and deliver a seamless, user-centric planning experience.
- Inspiring and motivating – strong leader with the power to inspire, energize, and motivate their team to work together to achieve shared goals.
- Building strong relationships – skilled at developing ability to build strong collaborative team connections relationships with their team.
- Making informed decisions – Evaluates challenges Considering problems and challenges from multiple different perspectives, analyse potential outcomes, takes calculated risks, and make decisions that drive help propel the organization forward.
- Navigating and driving change – identifying the need for change, executing structured change management strategies, guiding teams through managing periods of uncertainty and disruption
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