Chief Supply Chain Officer — Passenger-Vehicle Business

The mandate

The chair and executive committee are aligned that the immediate priority is network design no longer matching demand and geopolitical risk within a listed integrated automotive and components manufacturer. The immediate arena is the passenger-vehicle business during a plant-footprint reset. For mandate 299, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Supply Chain Officer operating perimeter covers approximately ₩11,250 billion in regional revenue and programme portfolio, with activity spanning several passenger-vehicle business customer, product and delivery clusters rather than a single asset. The Chief Supply Chain Officer Automotive remit carries direct influence over roughly 1,000 colleagues and third-party capacity.

The board and its investment committee want a Chief Supply Chain Officer who can convert ambiguity into a short list of explicit choices for the passenger-vehicle business. The Chief Supply Chain Officer Automotive seat must resolve a plant-footprint reset, while preserving the underlying strengths of the passenger-vehicle business. For mandate 299, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Supply Chain Officer’s first year on the passenger-vehicle business is expected to end with resilient supply, lower working capital and predictable fulfilment. In mandate 299, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Chief Supply Chain Officer — Passenger-Vehicle Business seat, established because a plant-footprint reset now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the passenger-vehicle business, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the Chief Supply Chain Officer value-creation thesis for the passenger-vehicle business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₩11,250 billion in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Supply Chain Officer Automotive organisation of about 1,000 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the passenger-vehicle business economics and execution constraints created by a plant-footprint reset, with Chief Supply Chain Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Supply Chain Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the passenger-vehicle business; remove reconciliations that obscure accountability.
• Have redesigned a multi-tier supply network and evidenced resilience, inventory and fulfilment outcomes in mandate 299.
• Build the Chief Supply Chain Officer’s three-year succession and capability plan for the passenger-vehicle business, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the passenger-vehicle business baseline, meet the 30 stakeholders most consequential to network design no longer matching demand and geopolitical risk, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Supply Chain Officer portfolio and organisation choices for the passenger-vehicle business, 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 passenger-vehicle business trend against resilient supply, lower working capital and predictable fulfilment, 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 Chief Supply Chain Officer’s agreed first-year passenger-vehicle business value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Chief Supply Chain Officer forecast that remains decision-useful across three consecutive quarters and reconciles the passenger-vehicle business’s operating, cash, customer and people assumptions.
• Closure of the Chief Supply Chain Officer mandate’s highest-priority passenger-vehicle business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical passenger-vehicle business talent and ready-now successors for at least 70% of the Chief Supply Chain Officer’s direct reports.
• A quantified Chief Supply Chain Officer-owned improvement in the passenger-vehicle business operating constraint behind a plant-footprint reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 299: 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 Chief Supply Chain Officer, EVP Procurement or Manufacturing Executive in a listed Automotive or adjacent enterprise. In relation to the passenger-vehicle business, your Chief Supply Chain Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from automotive, industrial manufacturing, mobility, components or engineering services will be considered where the operating model, customer stakes and governance intensity match this Chief Supply Chain Officer brief.

As a Chief Supply Chain Officer candidate, you bring 18–22 years of progressive Automotive 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 ₩6,550 billion and led an organisation of at least 750 people.

For mandate 299, the board wants two transitions: a difficult passenger-vehicle business portfolio choice and a leadership-system change during a plant-footprint reset. As the prospective Chief Supply Chain Officer for this passenger-vehicle business, you must challenge optimistic cases and still create followership. References for mandate 299 must distinguish your contribution from the institution around you.

The Chief Supply Chain Officer must be based in Seoul; international relocation is supported, but this Automotive role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Chief Supply Chain Officer, EVP Procurement or Manufacturing Executive, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven Chief Supply Chain Officer ownership of at least ₩6,550 billion and leadership of no fewer than 750 employees in a comparable passenger-vehicle business context.
• One completed Automotive or adjacent-sector example of network design no longer matching demand and geopolitical risk with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from automotive, industrial manufacturing, mobility, components or engineering services; experience that is purely functional and lacks Chief Supply Chain Officer-level passenger-vehicle business consequences will not meet the bar.
• Willingness to meet the Seoul location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 299.

Compensation and terms

The anticipated Chief Supply Chain Officer package is ₩580–800 million base + annual incentive and equity, calibrated to the final passenger-vehicle business scope and the candidate’s current mix. Any long-term participation for mandate 299 follows standard vesting and performance conditions. The Chief Supply Chain Officer appointment in Seoul, centred on the passenger-vehicle business, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 299.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 299. 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 299.