Strategic-Component Dependence Recovery Leader

The mandate

Several high-power modules depend on one qualified ceramic-substrate family whose nominal supplier capacity hides shared furnaces, constrained raw material and long maintenance outages. Procurement holds contracts with a tier-one supplier, but engineering changes and sub-tier realities are poorly visible. Customers reserve volumes before firm capacity, and safety stock protects only certain geometries. The supply-resilience leader exited after an allocation dispute, leaving no executive able to join technical qualification, supplier economics and customer commitments.

The first thirty days require a component-to-customer dependency map covering design, qualified sources, sub-tiers, tools, raw material, yield, cycle time, capacity rights, inventory, substitutions and contractual commitments. By day sixty, the leader must establish credible supply cases and identify where inventory or supplier assurances double-count the same constraint. The ninety-day window must secure bounded allocation, recovery actions and qualification priorities before the next customer nomination cycle.

Decision rights include setting allocation recommendations within board policy, prioritising supplier-development resources, releasing approved resilience inventory, requiring evidence for customer commits and stopping unsupported purchase assumptions. The interim may approve qualification spending inside delegated limits and chair the weekly constraint room. Product safety, engineering qualification, customer-contract amendment, new source awards, capital above threshold and legal remedies remain with authorised functions and committees.

The assignment must leave permanent component-resilience ownership, not an enduring crisis room. The leader will appoint or prepare a strategic-dependence head, embed sub-tier and qualification governance and observe the successor lead two allocation cycles plus one new-source readiness review. Handover will identify unverified capacity, tooling ownership, raw-material risks, qualification evidence, inventory coverage, customer undertakings and decisions that require engineering or board authority.

The remit excludes signing supplier contracts, certifying parts, directing product design, altering customer obligations, bypassing qualification and pressuring suppliers to conceal shared constraints. The leader cannot treat unqualified material as usable inventory or favour customers through informal influence. Engineering, quality, procurement signatories, customers and the board retain their respective authorities.

Why this seat is open

The departure left procurement measuring contracted volume, engineering measuring qualification and customer teams measuring promised demand, while all depend on the same constrained physical process. Waiting for a permanent search would risk another nomination cycle built on false capacity. A temporary executive can make bounded allocation and investment decisions and transfer a verified resilience model to permanent leadership.

What you will own

• Build the component dependency map across designs, sources, sub-tiers, tools, raw material, yield, cycle time and customers.
• Reconcile nominal, demonstrated, reserved and recoverable capacity without double-counting shared furnaces or inventory.
• Segment customer commitments by contract, qualification, programme criticality, substitution, timing and reputational consequence.
• Direct supplier-development, inventory, qualification and design-alternative priorities inside approved authority and evidence.
• Run allocation scenarios covering outage, yield loss, raw-material delay, demand upside and source-qualification slippage.
• Establish escalation for supplier evidence, customer promise, tool ownership, inventory release and capital decisions.
• Transfer constraint governance, supplier cases, qualification backlog, allocation logic and observed cycles to the successor.

Candidate qualifications

• Has led strategic component resilience in power electronics, semiconductors, automotive or another qualification-intensive industry under allocation pressure.
• Understands sub-tier capacity, specialised tooling, raw materials, yield, cycle time, safety stock and customer nomination.
• Can distinguish contracted, demonstrated and recoverable capacity through physical and commercial evidence.
• Has governed customer allocation without bypassing safety, quality, qualification or contractual authority.
• Brings credible collaboration with suppliers, engineering, quality, procurement, operations, customers and finance.
• Has handed a live single-source recovery through allocation and source-readiness cycles to permanent leadership.

Non-negotiables

• Can work onsite in Taipei and complete fortnightly supplier plus monthly customer-allocation reviews.
• Brings direct qualification-bound component recovery; generic procurement or inventory planning alone is insufficient.
• Will not count unqualified material, promise unsupported capacity, bypass engineering or conceal sub-tier constraints.
• Has no undisclosed interest in suppliers, brokers, customers, qualification laboratories or competing manufacturers.

1. 49 words maximum. Which evidence distinguishes demonstrated capacity from a supplier’s nominal capacity statement?
2. 49 words maximum. How would you allocate when two customers depend on the same unqualified substitute path?
3. 49 words maximum. What must the successor demonstrate during a source-readiness review?