EVP – Supply Chain — Export Manufacturing Platform

The mandate

The chair and executive committee are aligned that the immediate priority is exposure to concentrated suppliers and unstable lead times within a listed multi-site industrial manufacturing group. The immediate arena is the export manufacturing platform during an automation investment cycle. For mandate 479, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Supply Chain operating perimeter covers approximately €9,000 million in manufacturing and commercial portfolio, with activity spanning several export manufacturing platform customer, product and delivery clusters rather than a single asset. The EVP – Supply Chain Manufacturing remit carries direct influence over roughly 2,550 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a EVP – Supply Chain who can convert ambiguity into a short list of explicit choices for the export manufacturing platform. The EVP – Supply Chain Manufacturing seat must resolve an automation investment cycle, while preserving the underlying strengths of the export manufacturing platform. For mandate 479, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Supply Chain’s first year on the export manufacturing platform is expected to end with supply assurance, inventory productivity and dual-source readiness. In mandate 479, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the EVP – Supply Chain — Export Manufacturing Platform seat following an accelerated leadership transition. Interim accountability is in place for the export manufacturing platform, but the board wants a permanent appointment within 6–8 weeks because an automation investment cycle cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the EVP – Supply Chain value-creation thesis for the export manufacturing platform, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately €9,000 million in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Supply Chain Manufacturing organisation of about 2,550 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the export manufacturing platform economics and execution constraints created by an automation investment cycle, with EVP – Supply Chain-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Supply Chain operating review across commercial, customer, financial, people, technology and risk outcomes for the export manufacturing platform; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 479.
• Build the EVP – Supply Chain’s three-year succession and capability plan for the export manufacturing platform, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the export manufacturing platform baseline, meet the 30 stakeholders most consequential to exposure to concentrated suppliers and unstable lead times, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Supply Chain portfolio and organisation choices for the export manufacturing platform, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable export manufacturing platform trend against supply assurance, inventory productivity and dual-source readiness, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the EVP – Supply Chain’s agreed first-year export manufacturing platform value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Supply Chain forecast that remains decision-useful across three consecutive quarters and reconciles the export manufacturing platform’s operating, cash, customer and people assumptions.
• Closure of the EVP – Supply Chain mandate’s highest-priority export manufacturing platform risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical export manufacturing platform talent and ready-now successors for at least 70% of the EVP – Supply Chain’s direct reports.
• A quantified EVP – Supply Chain-owned improvement in the export manufacturing platform operating constraint behind an automation investment cycle, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 479: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a EVP Supply Chain, Chief Procurement Officer or Operations Leader in a listed Manufacturing or adjacent enterprise. In relation to the export manufacturing platform, your EVP – Supply Chain track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from industrial manufacturing, engineering, chemicals, automotive components or process industries will be considered where the operating model, customer stakes and governance intensity match this EVP – Supply Chain brief.

As a EVP – Supply Chain candidate, you bring 18–22 years of progressive Manufacturing or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of €5,200 million and led an organisation of at least 1,775 people.

For mandate 479, the board wants two transitions: a difficult export manufacturing platform portfolio choice and a leadership-system change during an automation investment cycle. As the prospective EVP – Supply Chain for this export manufacturing platform, you must challenge optimistic cases and still create followership. References for mandate 479 must distinguish your contribution from the institution around you.

The EVP – Supply Chain must be based in Munich; international relocation is supported, but this Manufacturing role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of EVP Supply Chain, Chief Procurement Officer or Operations Leader, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven EVP – Supply Chain ownership of at least €5,200 million and leadership of no fewer than 1,775 employees in a comparable export manufacturing platform context.
• One completed Manufacturing or adjacent-sector example of exposure to concentrated suppliers and unstable lead times with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks EVP – Supply Chain-level export manufacturing platform consequences will not meet the bar.
• Willingness to meet the Munich location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 479.

Compensation and terms

The anticipated EVP – Supply Chain package is €250,000–330,000 base + annual incentive, calibrated to the final export manufacturing platform scope and the candidate’s current mix. Any long-term participation for mandate 479 follows standard vesting and performance conditions. The EVP – Supply Chain appointment in Munich, centred on the export manufacturing platform, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 479.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 479. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 479.