Interim Procurement and Supplier Continuity Director

India·Agribusiness & Food·Agricultural commodities· Mumbai·Posted 10 September 2026

Applications close 15 November 2026

Agricultural commodities organisation in India

The problem this seat exists to solve

Candidates need senior procurement or supply-chain leadership in agricultural products, ingredients or another relevant variable-supply environment. They should demonstrate supplier negotiation, continuity planning and cross-functional delivery. Experience qualifying alternative supply is particularly useful when it includes realistic assessment of time, testing and transition cost.

Secure supply with a clear view of dependency

The director will lead procurement and supplier-continuity work for agricultural inputs or ingredients. The assignment is to protect operational supply while improving the discipline behind sourcing decisions. It requires an understanding that price, quality, lead time and concentration must be considered together; a cheaper contract can create a more expensive operating problem.

Map sources before committing supply

Establish a current view of critical materials, approved suppliers, contracted volumes and actual delivery performance. Identify dependencies that cannot be replaced quickly and determine the evidence supporting proposed alternatives. Work with quality and operations teams to distinguish a commercially available source from one that is technically acceptable and operationally ready.

Procurement decisions and mutual accountability

Within delegated authority, prioritise supplier engagement, sourcing activity and contingency preparation. Review the balance between committed and flexible supply, considering demand uncertainty and the cost of carrying stock. Escalate material contract changes or exceptions with a clear account of alternatives, risk and expected cash impact.

Create a supplier review rhythm that examines recurring causes of failure rather than only delivery statistics. Where disruption arises from the organisation's own forecasting or ordering practices, assign internal corrective action. The director should prevent procurement from transferring every problem to suppliers while also holding suppliers to agreed obligations.

Delivery outcome and approval limits

The engagement should leave a prioritised supplier-risk view, agreed contingency options and a procurement process that supports operating needs. Handover must include unresolved dependencies and the decisions needed to address them. The director will not override authorised product qualification or commit to material contracts outside the agreed delegation. Success is measured through improved supply reliability and clearer sourcing decisions, with evidence that cost improvements have not been achieved by concealing quality, concentration or inventory risk elsewhere in the operation.

Terms

Where the board sits: Mumbai, India
Applications close: 15 November 2026
Appointment: Interim executive
Compensation: INR 65,000–110,000 per day (indicative interim day rate)

Before you apply — this is an executive role

An interim seat needs work authorisation. A board seat in India usually does not.

This is the single most common way a cross-border interim engagement falls apart after it has been agreed. The visa-free position that applies to a non-executive director attending board meetings does not extend to an executive or operating role.

Position in India: A non-executive director attending board meetings travels on a business visa. An executive or whole-time role requires an employment visa.
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