Sr. Analyst, Supply Chain, FHS

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Restaurant Brands International Inc. is one of the world's largest quick service restaurant companies with nearly $45 billion in annual system-wide sales and over 32,000 restaurants in more than 120 countries and territories.

RBI owns four of the world's most prominent and iconic quick service restaurant brands – TIM HORTONS®, BURGER KING®, POPEYES®, and FIREHOUSE SUBS®. These independently operated brands have been serving their respective guests, franchisees and communities for decades. Through its Restaurant Brands for Good framework, RBI is improving sustainable outcomes related to its food, the planet, and people and communities.

RBI is committed to growing the TIM HORTONS®, BURGER KING®, POPEYES® and FIREHOUSE SUBS® brands by leveraging their respective core values, employee and franchisee relationships, and long track records of community support. Each brand benefits from the global scale and shared best practices that come from ownership by Restaurant Brands International Inc.

Role Purpose

Firehouse Subs runs on consistency. Across our ~1,450 restaurants, guests expect the same product experience every visit, and that promise rests on a supply chain that performs reliably and without disruption. The Senior Analyst, Supply Chain owns the analytics and execution layer that makes that performance possible.

The role sits at the intersection of three connected workstreams — Limited Time Offers (LTOs), New Product Introductions (NPI), and Inbound Freight Analytics across supplier-to-DC lanes — and serves as the operational bridge between R&D, Marketing, Operations, Procurement, and our distributor partners at DMA, PFG, SYGMA, GFS, and NDA. The mandate is direct: the right product, in the right quantity, at the right DC, on time, with minimal obsolescence and zero guest-facing outages.

What You’ll Do

LTO Management

• Lead pre-launch demand planning, lift modeling, and DC allocation for every LTO window

• Monitor in-flight pacing against forecast, trigger reorders, and track supplier capacity in real time

• Direct post-LTO wind-down, manage obsolescence exposure, and execute depletion strategy across the network

• Own DC buyer communication and escalate supply risks before they reach the restaurant

• Deliver leadership scorecards that convert LTO performance into clear decisions

NPI Process

• Partner with R&D and Marketing from Stage Gate through national launch

• Qualify sources, validate lead times, and recommend initial buy quantities anchored to demand signals

• Build supply plans, coordinate distributor onboarding, and manage item setup across systems

• Assess and mitigate risk on single-source items, capacity constraints, and launch-window exposure

• Run post-launch performance reviews and transition new items into steady-state operations

Inbound Freight Analytics

• Monitor freight lanes and inventory across suppliers, DCs, and redistribution sites to ensure supply

• Maintain exclusion lists, watch lists, and depletion strategies that keep alerting signal-rich

• Drive corrective action with distributor buyers on at-risk items, with documented follow-through

• Surface systemic issues — forecast accuracy, lead-time drift, allocation misses — to leadership with a recommended remedy

• Advance the internal supply chain tooling and dashboard suite

What You’ll Bring

• 2–6 years of supply chain, demand planning, or inventory analyst experience — restaurant, CPG, or foodservice distribution preferred

• Advanced Excel and demonstrated fluency working with large data exports

• Working knowledge of Arrowstream or directly comparable distributor systems

• Strong analytical judgment and the ability to translate data into operator-grade recommendations a DC buyer can act on the same day

• Practical AI fluency: routine use of LLM-based assistants and AI-augmented analytics to accelerate data consolidation, exception analysis, and reporting; ability to design prompts that produce decision-grade output, evaluate that output for accuracy, and exercise judgment about where AI belongs in a supply chain workflow and where it does not

• Structured written and verbal communication across stakeholders operating at different tempos and with different vocabularies — DC buyers, R&D, Marketing, Operations leadership, and external partners at DMA, PFG, SYGMA, GFS, and NDA — including the