Senior Director, S&OP

Entegris, Inc.; Chaska (MN); On-site; USD 180,000 - 240,000; Full time

Job summary

Entegris, Inc. seeks a Senior Director, S&OP to lead and mature the enterprise S&OP process and drive its evolution toward IBP. You will own the end-to-end monthly planning cycle and partner with Commercial, Finance, Manufacturing, and Supply Planning to balance demand and supply.

You will act as the change agent for planning transformation, driving adoption of new processes and tools across a global matrixed organization, balancing long lead-time supply with volatile customer demand.

Responsibilities

• Own the end-to-end monthly S&OP cycle, including product/portfolio review, demand review, supply review, pre-S&OP, and executive S&OP meetings.
• Establish and enforce a consistent planning cadence, meeting discipline, and decision-making framework across all business units and regions.
• Ensure a single, unconstrained demand signal is reconciled with supply capabilities into one aligned operating plan.
• Define and monitor S&OP KPIs (forecast accuracy, bias, plan attainment, inventory health) and hold cross-functional partners accountable to targets.
• Identify and elevate demand/supply gaps, capacity constraints, and inventory risks with clear scenarios and recommended actions for executive decision-making.
• Direct leadership of the Demand Planning function, overseeing statistical forecasting, market/customer intelligence integration, and the consensus demand process that feeds a single demand signal into the S&OP cycle.

Tools

SAP ECC/IBP

Job description

Senior Director, S&OP

Job Description

Here at Entegris, we use advanced science to enable technologies that transform the world, and we are seeking employees who have the drive to continue that mission.

The Role

The Senior Director, S&OP is responsible for leading and continuously maturing the enterprise Sales & Operations Planning (S&OP) process and driving its evolution toward Integrated Business Planning (IBP) across the organization. This role owns the end-to-end monthly planning cycle - product/portfolio review, demand review, supply review, pre-S&OP, and executive S&OP - ensuring a single, aligned operating plan that connects strategy, demand, supply, and financial outcomes.

This leader partners closely with Commercial, Finance, Manufacturing, Supply Planning, and Business Unit leadership to balance demand and supply, resolve cross-functional trade-offs, and surface risks and opportunities to the executive team in time to act. The role is also the organization's principal change agent for planning transformation, responsible for driving adoption of new processes, tools, and ways of working across a global, matrixed organization.

Given the complexity, volatility, and cyclicality of the semiconductor materials market, this role requires deep experience balancing long lead-time, capacity-constrained supply with volatile customer demand, and a proven ability to lead organizations through significant process and behavioral change.

What You’ll Do

S&OP Process Leadership & Governance

• Own and continuously mature the end-to-end monthly S&OP cycle, including product/portfolio review, demand review, supply review, pre-S&OP, and executive S&OP meetings.
• Establish and enforce a consistent planning cadence, meeting discipline, and decision‑making framework across all business units and regions.
• Ensure a single, unconstrained demand signal is reconciled with supply capabilities into one aligned operating plan.
• Define and monitor S&OP KPIs (forecast accuracy, bias, plan attainment, inventory health) and hold cross‑functional partners accountable to targets.
• Identify and elevate demand/supply gaps, capacity constraints, and inventory risks with clear scenarios and recommended actions for executive decision‑making.
• Direct leadership of the Demand Planning function, overseeing statistical forecasting, market/customer intelligence integration, and the consensus demand process that feeds a single demand signal into the S&OP cycle.

Integrated Business Planning (IBP) Evolution

• Lead the transformation of S&OP into a full Integrated Business Planning process that connects strategy, portfolio, demand, supply, and financial plans on a rolling 18+ month horizon.
• Build new capabilities such as enable forecasting of New Product, Long Range Planning, and Scenario Modelling.
• Partner with Finance to integrate financial reconciliation into the planning cycle, ensuring the operating plan ties directly to the financial plan.
• Build scenario planning and risk management capabilities to evaluate strategic options and stress‑test the plan against market volatility.
• Establish IBP governance, roles, and decision rights across corporate, business unit, and site levels, in partnership with Demand Planning, Supply Planning, and Materials leadership.
• Benchmark maturity against industry best practice (e.g., Oliver Wight, APICS/ASCM standards) and build a multi‑year roadmap to advance process maturity.

Change Management & Organizational Adoption

• Act as the primary change leader for planning transformation, building the case for change, communication plans, and stakeholder alignment across a global organization.
• Design and deliver training, playbooks, and governance routines that embed new S&OP/IBP behaviors, tools, and metrics into standard operating rhythm.
• Build trust and cross‑functional collaboration among Sales, Marketing, Finance, Manufacturing, and Supply Chain leaders to enable candid, data‑driven decision making.
• Proactively manage resistance to change, measure adoption, and adjust the transformation approach based on feedback and results.
• Partner with HR and functional leaders to define future‑state roles, capabilities, and organizational structure needed to sustain the new process.

Demand & Supply Balancing

• Ensure disciplined reconciliation of statistical, market‑driven, and customer‑informed demand with plant and supplier capacity.
• Partner with Supply Planning and Manufacturing to evaluate capacity strategies, allocation decisions, and make‑versus‑buy trade‑offs, particularly for long lead‑time and capital‑intensive capacity.
• Drive inventory strategy discussions that balance service levels, working capital, and cycle‑time/lead‑time realities.
• Lead evaluation of market cycle impacts (demand upturns/downturns) on the planning process and ensure the S&OP/IBP cycle can respond with appropriate speed.

Analytics, Systems & Continuous Improvement

• Own the S&OP/IBP technology roadmap in partnership with IT, including SAP ECC/IBP or equivalent planning platforms, analytics, and reporting tools.
• Leverage advanced analytics, AI/ML-enabled forecasting, and dashboards to improve forecast accuracy and decision speed.
• Lead continuous improvement of planning parameters, master data, and process controls that reduce planning nervousness and improve plan stability.
• Develop executive‑level reporting and dashboards that give leadership clear visibility into plan performance, risks, and opportunities.