EVP – Supply Chain — Low-Carbon Platform

The mandate

A listed UAE low-carbon platform is building major projects dependent on concentrated sources of power electronics, specialist vessels, rotating equipment, control systems and engineered packages. Reported supplier diversity often ends at distributors while the same factories, software or technicians remain upstream. Lead times remain volatile, affecting construction sequence and future service support. The board needs an EVP Supply Chain to build the project plan from verified capacity and lifecycle supply.

The perimeter covers approximately AED 33,100 million in operated assets and project portfolio and 1,675 employees and material partners. Accountability includes procurement, category strategy, planning, logistics, inventory, supplier development, localisation, quality partnership, supply risk and talent. Projects own delivery and engineering retains technical acceptance. The EVP owns supply feasibility, total economics and recovery across construction and operation.

Low-carbon equipment is not interchangeable simply because headline specifications match. Certification, grid requirements, interfaces, software, warranties, degradation, service tools and long-term parts can make substitution slow or impossible. The supply plan must show these dependencies before recovery dates are promised.

Why this seat is open

The requirement emerged outside the approved hiring calendar when project recovery exposed distributed supply authority. This urgent, unplanned role has no predecessor and carries a four-to-six-week shortlist-to-offer target. Interim teams protect purchase orders, but cannot reset the portfolio supply architecture.

What you will own

• Map critical sources below prime suppliers and distributors.
• Rebuild project schedules around verified capacity and logistics.
• Decide dual source, stock, redesign, partnership and localisation routes.
• Connect construction procurement with operating support and warranty.
• Govern supplier quality, conduct, cyber and financial health.
• Develop procurement, planning and resilience successors.

Source mapping will trace original manufacturers, components, tooling, raw materials, software, testing, certification and specialist labour. Supplier health will combine capacity, cash, quality, cyber, workforce and geopolitical exposure. Multiple legal vendors sharing one sub-tier will be reported as concentration, not competition.

Planning will reconcile engineering release, vendor data, manufacturing, inspection, transport, customs, site sequence and commissioning. Each critical item will carry a confidence range and recovery action. Expedite reports cannot substitute for evidence from the factory and logistics chain. Project leaders will see the cost and consequence of resequencing or design change.

Alternative sourcing will have a qualification path. Engineering equivalence, interface change, certification, test, warranty and operating support need owners and dates. The EVP will recommend redesign when continued dependency is structurally unacceptable, even if the immediate alternative costs more. Emergency substitution cannot create hidden lifecycle risk.

Localisation will be built as capability rather than invoice value. Potential UAE suppliers need forecast demand, transparent qualification and technical support. The platform will measure delivered quality, repair, engineering and sub-tier development. Nominal pass-through sourcing will not count as resilience or local value.

Lifecycle supply will begin before handover. Initial spares, repair loops, licences, tools, data, warranties, service agreements and obsolescence plans must be available for commissioning and operation. Supplier claims will reconcile with asset records. A project cannot improve construction cash by leaving operations with unfunded support exposure.

Supplier governance will include responsible conduct and continuity. Contracts need capacity, quality, data, cyber, audit, transition and step-in provisions proportionate to risk. Joint recovery exercises will test shortage allocation, alternate logistics and technical support. Relationship status cannot protect a supplier from evidence-based intervention.

Inventory decisions will connect project stage and service consequence. Long-lead project buffers, commissioning spares, operating critical stock, repairable pools and obsolete items need different policies. The EVP will identify where material held for one project can support another without invalidating warranties or configuration. Cash targets will not remove readiness stock through an unrecorded risk transfer.

Commercial recovery will reconcile supplier entitlement with delivery facts. Advance payments, milestone evidence, claims, liquidated damages and expediting cost will be reviewed alongside the future relationship. The EVP will pursue recovery where justified while preserving access to irreplaceable technical support. Forecast savings cannot include disputed supplier claims or rebates not yet earned.

The first 12 months

Within 75 days, the EVP will map the 50 highest-consequence dependencies, validate project dates and assess leadership. The sponsor will receive immediate source, schedule, stock and redesign decisions.

By month eight, ten critical categories should carry tested recovery strategies, three project milestones should use factory-verified supply plans and two alternative sources should reach qualification gates. Operating-spares and support plans will be approved for priority assets.

At year-end, critical-source recovery coverage should exceed 90%, premium freight fall 20% and project supply milestones achieve 95% on-time delivery against the reset baseline. Inventory cash should improve 10% without lower readiness, and no operating asset should inherit an unowned critical support dependency.

What the board will measure

• Recovery dates grounded in verified source capacity.
• Concentration exposed below contractual suppliers.
• Alternatives qualified without hidden lifecycle risk.
• Local capability measured through technical delivery.
• Strong supply leadership and succession.

The person

You are an EVP Supply Chain, project procurement executive or energy-equipment leader with 18–22 years of experience. You have carried accountable scope above AED 19,200 million and led at least 1,175 people. Your record includes engineered equipment, major projects, logistics and lifecycle support.

The board will test a nominal alternate source you rejected, a project schedule changed through factory evidence and a construction buy that protected operating support. Tendering-only experience will not qualify.

This onsite Abu Dhabi role requires supplier, factory, logistics, project and asset travel.

Compensation and terms

Fixed compensation is AED 1.3–1.8 million plus annual incentive. Measures include recovery, on-time supply, resilience, inventory, lifecycle support, localisation and succession.

Confidentiality

The platform, projects, suppliers, factories, logistics and recovery dates remain confidential. Further detail follows qualification and an undertaking. Composite facts prevent identification.