Demand Planning Lead manages sales forecasting, optimizes inventory levels, and aligns supply chain strategy, requires a Supply Chain, Business, or Analytics Degree and 5+ years demand planning experience.
We are
looking for a Demand Planning Lead to join our Warehouse and Logistics group;
as we scale up and drive digital and financial inclusion across our markets.
The role
The job
holder supports demand planning, inventory replenishment, purchase order
coordination, and supplier follow-up to keep materials and components moving
through our supply chain without disruption. It’s a role that sits close to the
operational core of the business — when it’s done well, stock is where it needs
to be before anyone has to ask.
Responsibilities
Purchase
orders don’t manage themselves. You’ll create, track, and manage them for
materials and components feeding production, projects, and supply chain
operations, and you’ll be the point of contact when something needs chasing
with a supplier — a delayed shipment, a quantity variance, a quality concern
that needs resolving before it becomes a bigger problem.
Inventory
monitoring is a constant thread through the role. You’ll watch stock levels
closely enough to catch a shortfall before it becomes a stockout, and to spot
excess before it ties up working capital unnecessarily. That means keeping the
integrated supply chain system accurate — pricing, quantities, item details,
delivery schedules — because planning decisions across the business are only as
good as the data underneath them.
There’s
an analytical side too. Sales trends, demand patterns, and planning variables
all feed into forecasting and safety stock decisions, and part of the job is
noticing what those patterns are telling you before they show up as a problem
on the warehouse floor. You’ll also monitor and report on stock availability
across markets, giving the wider planning and dispatch process something solid
to work from.
Materials
need to meet company quality standards, approved specifications, and relevant
regulatory requirements before they’re accepted — checking that isn’t a
formality; it’s part of protecting the business from problems further
downstream. And procurement activity throughout needs to stay within company
policy and approval procedures, because at M-KOPA’s scale, small process gaps
compound quickly.
