Value Creation Head - LAC

Job Description :
About us:
With over 200 brands sold in nearly 180 countries, Diageo is home to some of the world’s most iconic drinks. From Johnnie Walker and Guinness to Tanqueray, Smirnoff and Don Julio, we craft brands chosen for life’s moments — from everyday connections to landmark celebrations.
Bring your talent, curiosity and ambition, and strive for your personal best alongside people who challenge, support and learn from each other. Together, as one outstanding team, we keep learning, improving and raising the bar for our brands, our business and each other.
Join us and play your part in making life’s moments mean a little more.
About the function:
Supply Chain & Manufacturing is where our brands are made, moved and delivered to the world.
With over half of our people working across more than 100 sites, this is a complex, large-scale operation that brings together production, logistics, engineering and supplier partnerships.
It’s fast-paced and hands-on, with teams working together to ensure quality, efficiency and sustainability at every stage. From sourcing ingredients to getting products into customers’ hands, you’ll play a role in delivering the brands people know and love.
About the role:
Role Profile
Value Creation Manager – LAC
Channel / Scope
Regional (LAC) – Brazil, Mexico, Colombia, South LAC and CCV. COGS competitiveness, network sourcing, localisation and value-creation programmes across Core, value spirits and RTDs
Team
Individual contributor; leads through cross-functional squads and PMO governance (no direct reports)
Location
Preferably based in a LAC hub – Brazil, Mexico, Panama
2. Purpose of the Role
The Value Creation Manager exists to unlock sizeable, structural volume and value growth that positively impacts the LAC P&L. The role identifies, sizes and drives the "big bets" that can reshape the region's cost base and competitiveness — from network sourcing redesign and localisation of the imported portfolio to competitor cost benchmarking and capacity unlocks — and turns them from ideas into funded, delivered programmes.
In the new operating model, the role is the regional engine for structural value creation in Supply Chain. It complements the LAC productivity (ERACE) team: while ERACE drives the recurring productivity pipeline, the Value Creation Manager focuses on larger, cross-market and cross-functional opportunities that require scenario design, business cases, stakeholder alignment and programme management. It also leads the agenda to free up organisational capacity (Stop, Simplify, Automate, Reduce), so that teams can focus on the work that creates value.
3. Market Context
LAC is a diverse and price-sensitive region, with markets ranging from large, locally-producing operations (e.g. Brazil) to import-dependent, multi-country clusters (South LAC, CCV). Value spirits, local standard spirits and RTDs are growing segments where local competitors operate with structurally lower cost bases, while a significant part of the portfolio is imported and exposed to FX volatility, tariffs and long lead times. In this context, sustained growth depends on the ability to compete on cost and service in the segments that matter — making cost competitiveness, smart sourcing and localisation a strategic lever, not only a productivity exercise.
4. Decision Making
Value creation pipeline & prioritisation
Decides the methodology, business-case standards and prioritisation criteria for the regional value-creation pipeline. Recommends which big bets to pursue, their sequencing and resourcing.
Final prioritisation and investment approval sit with the LAC Supply Chain Director and LAC Supply Chain LT; aligns with Market CS Directors and Finance on P&L phasing.
Network sourcing & localisation
Recommends sourcing and localisation scenarios (own, TPO, partner) based on cost, service and dependency-reduction criteria, including transition plans.
Decisions with cross-market, capex or global network impact are escalated to the LAC Supply Chain Director and aligned with Global Supply, Technical and Procurement through formal governance.
Cost competitiveness & target costing
Decides the analytical approach for competitor reverse cost engineering and proposes target COGS for priority categories (RTDs, value whisky, local standard spirits).
Validates targets and pricing assumptions with Market Commercial and Finance teams; BOM and specification changes follow Global Technical and Procurement standards.
Capacity release (Stop, Simplify, Automate, Reduce)
Decides the agenda, cadence and tracking of the capacity-release programme; recommends what to stop, simplify or automate.
Changes to internal controls, policies or systems require approval from Internal Controls, Finance and process owners.
5. Functional & Leadership Responsibilities
In partnership with markets, identifies, sizes and implements big bets that can shape the LAC P&L, unlocking sizeable regional volume and value growth.
Proactively drives regional cost competitiveness from a COGS angle on major identified initiatives, working in integration with the LAC productivity (ERACE) team to avoid overlaps and maximise delivery.
Leads competitor reverse cost engineering for priority categories (RTDs, value whisky and local standard spirits), translating insights into target costs and actionable roadmaps.
Leads network sourcing redesigns for Core (when possible), value spirits and RTDs, aiming at structural cost improvement, sizeable service improvement and reduced dependency on the imported portfolio (localisation).
Identifies and assesses potential partners in the region with the required innovation capabilities (formats, sizes, ABV, liquids), building the external partner landscape for future growth.
In partnership with Market CS Directors, unlocks required production capacity when structural barriers appear, including building the case for capex.
Integrates with Global functions (Procurement, Technical, Planning) on product tramlining, supplier negotiations and BOM standardisation.
Leads the agenda to free up people's capacity across Supply Chain (Stop, Simplify, Automate, Reduce), e.g. simplification of Internal Controls.
Acts as PMO for the value-creation portfolio: from scenario design and fine-tuning to transition planning, implementation tracking and benefit realisation.
6. Key Outputs / Deliverables
Regional value-creation pipeline and multi-year roadmap, with quantified P&L impact (volume, NSV, COGS, GP) and phasing.
Business cases and scenario models for network sourcing, localisation and capacity unlocks (including capex cases where required).
Competitor cost benchmarks and target-cost frameworks for RTDs, value whisky and local standard spirits.
Regional partner landscape for innovation capabilities (formats, sizes, ABV, liquids).
Capacity-release tracker (Stop, Simplify, Automate, Reduce) with hours and/or cost freed up.
7. Key Interfaces
LAC Supply Chain Director
Reports into; aligns on value-creation priorities, pipeline and escalation of decisions requiring regional LT approval.
Market Customer Supply (CS) Directors
Co-owns identification and delivery of big bets in each market; partners to unlock capacity and implement sourcing changes.
LAC Productivity (ERACE) team
Integrates pipelines, avoids double counting and aligns on tracking and governance of savings.
Commercial, Marketing & Innovation
Aligns on market pricing realities, portfolio priorities and innovation needs (formats, sizes, ABV, liquids).
Finance (Regional & Markets)
Partners on COGS and P&L modelling, business-case validation, capex and benefit tracking.
Global Procurement, Technical & Planning
Works on product tramlining, supplier negotiations, BOM standardisation and global network implications.
Make (own sites / TPOs) and external partners
Assesses capabilities, c