Managing Director – Regional Business — Packaging And Test Network

The mandate

A South Korean packaging and test network depends on concentrated substrates, compounds, precision tooling, equipment service and outsourced process capacity. Supplier continuity plans exist, but several alternatives lack product and customer qualification. The board has created a Managing Director – Regional Business role to own supply assurance as a P&L, quality and customer obligation.

Approximately 1,625 employees and material partners span factories, engineering, supply, quality, commercial and functions. The Managing Director carries regional P&L, cash, customer, safety, quality, capital and people accountability and reports to the Group Chief Executive and board.

Critical paths will be mapped from sub-tier material through qualified shipment. An alternate must include recipe, tooling, test, genealogy and customer approval. Contracts and inventory are protections only where the technical route is viable.

Supplier development will target process control, equipment, skills and change governance. Repeated sorting or certificate replacement is not recovery. Strategic support will have milestones; unwilling or incapable suppliers will face qualified exit.

Inventory will follow disruption time, shelf life, ownership and design effectivity. Blanket buffers can hide weak assurance and create obsolescence. The business will negotiate flexible capacity and material rights where appropriate.

Customer allocation during disruption requires one regional decision. Commercial, quality and supply teams will communicate consistent facts. Production pressure cannot authorise suspect material or an unapproved source.

Capacity economics will be expressed through qualified good units by product and package. A reserved tool may lack recipe, test hardware, operator certification or customer approval. The regional business will expose nominal capacity and direct capital toward the physical constraint rather than broad expansion.

Sub-tier visibility must reach original sources. Substrates, resins, metals and components can change beneath a direct supplier without adequate notice. The Managing Director will require lot genealogy, change approval and audit rights proportionate to consequence, including rapid containment when evidence is incomplete.

Equipment-service assurance is its own chain. Proprietary software, calibration, field engineers and spares may determine recovery. Local maintenance capability, controlled remote support and tested restart will be part of supplier strategy; an insurance payment cannot restore production.

Environmental and safety obligations remain during shortage. Emergency material routes need compatible handling, permits, waste and worker protection. The Managing Director will not allow expedited sourcing to bypass hazard review or move a problem into contractors and communities.

Workforce resilience will cover critical technicians, supplier-quality engineers and customer response. Paired practice and succession will be tested during exercises. Incentives will discourage excess ordering and reward stable forecast, physical recovery and early disclosure.

Regional financial governance will expose the true cost of assurance. Dual qualification, buffer inventory, supplier support, service spares and emergency logistics must enter product and customer economics. The Managing Director will decide which risks are deliberately retained and will not claim savings by transferring fragility to a small supplier.

Community and authority relationships matter during severe interruption. Hazardous materials, contractor activity and expedited operating changes can affect sites beyond production. Emergency exercises will include responsible communication and restoration, with actions funded before a contingency is described as ready.

Customer-owned tooling and material need explicit custody. During partner failure or transfer, the Managing Director will protect title, condition, access and return and prevent the network from using one customer’s assets to solve another programme without consent.

The role is unplanned because supplier events exposed the absence of integrated regional authority. The Managing Director may reset the leadership team and capital programme quickly.

What you will own

• Carry regional P&L, cash, customer, quality, capital and people.
• Build end-to-end qualified supply assurance.
• Lead supplier development, contingencies and exits.
• Govern inventory, capacity rights and customer allocation.
• Protect sub-tier, genealogy and change visibility.
• Test disruption and backlog recovery.
• Decide capital and partner strategy.
• Build regional succession and ecosystem trust.

The first 12 months

In the first 45 days, identify critical supply chains, test claimed alternates and protect exposed customers. Establish interim allocation and supplier escalation.

By month six, qualify priority contingencies, improve supplier controls and correct inventory and capital plans. Exercise a compound disruption.

At twelve months, verify qualified recovery for 90% of critical chains, reduce sole-source exposure by 35% and deliver 96% of protected customer commitments. Supplier-attributable premium freight should fall 30%, with no material escape from a known unsupported source.

What the board will measure

• Assurance expressed through customer-qualified output.
• Supplier recovery changing physical process capability.
• Inventory sized to real disruption and effectivity.
• Quality authority protected in shortages.
• Capital improving bottleneck resilience.
• Regional leadership trusted by customers and suppliers.

The person

You bring more than 28 years in semiconductor packaging, test or outsourced manufacturing, including Korean regional P&L. You have recovered critical suppliers and managed customer allocation.

Your prior scope should exceed ₩1.5 trillion revenue or 1,200 employees and partners. Evidence must include a failed alternate, supplier exit and continuity exercise. Korean and English fluency are required.

Compensation and terms

Base compensation is ₩850 million–₩1.2 billion plus annual incentive and equity linked to regional value, continuity, quality, cash and leadership. This permanent onsite Seoul role reports to the Group Chief Executive and board. Prompt availability is preferred.

Confidentiality

The network, customers, suppliers, materials, contingencies and financials remain confidential. Detail follows suitability, conflicts and signed confidentiality. Applicants must not contact suppliers or customers to identify the enterprise.