Budgeting and Forecasting: Work with cross functional team to come up with reasonably stretch budget, backed by set of key assumptions.
Sales forecast: on current stores, work with BoDs to get sales increase plan via new product launch or any other activities. Challenge the assumptions by using historical data. On new stores opening, get the detail of store openning with assumed time frame and store size. Factor any price increase plan if any.
Trade & Marketing budget: according to sales plan, work out the required budget with Operations and Marketing. Challenge the budget assumption if needed.
COGS forecast: work with production team for cost assumptions
Overhead: with above business plan, work with HR & BoDs for expense assumptions
Consolidate the input to generate budgetted P&L. Identify the gap with pre-defined expectation or long-term plan. Discuss and work on gap closing activities. Update the new plan if needed.
Based on above P&L budget, work on the required funding to support.
Depend on business requirement, set of assumptions can be revisited or refreshed every month or every quarter (or whenever there is a significant change in assumption) to factor the change in assumptions, hence changing the forecasted P&L. From that variance, need to discuss action plan.
Performance Management & Budget management:Need to ensure the company to deliver the budgetted P&L. Track the performance, highlight the gap and drive for action plan
Monthly track actual performance vs. budget/forecast, highlight the gap and the reason (what is the assumption in our budget vs. actual deliver and why there is a gap).
Track budget spending and highlight any risk and variance to budget owner.
Analytics and Decision Support: Be a part of all critical decisions that business make every day.
New product/collection launch
Analyze and consult the business on price setting.
Simulate Gross Margin % of new products and challenge both pricing and costing, based on targeted (long-term) Gross Margin % expectation and historical costing
Partner with Operations for volume projection, considering history performance and flexibility
As a process, full P&L of the launch (with volume, pricing and costing) will be approved by BoDs.
After launch, need to keep track: - Whether costing is in line with forecast or not? - How sales is going vs. forecast? If it's ahead of track, should we order more? If it's behind track, what can we do before season ends.
After season ends, do a post evaluation of the collection. E.g. if the sales forecast is off-track, why is that and what can we learn for next collection?
Promotion/Discount pre & post-evaluation
Evaluate a promotion plan before it is executed. Advise Ops and business if that is a good promotion to run.
Analyze past promotions to come up with learning plan for future promotions.
Store profitability analysis, including rationalization.
Product profitability analysis, including rationalization.
Keep a frequent and good track of competitor's pricing movement. Advise the business on pricing strategy.
Yêu Cầu Công Việc
Over 5 years of experience in Management Accounting/Business Analysis (MA/BA) role.
Prefer candidates from strong MA companies like Unilever, FCV, Masan, etc.