Group Manager, Reverse-Logistics PMO — Semiconductor Equipment

The mandate

The group manager responsible for reverse-logistics PMO oversees returned semiconductor equipment moving through different recovery routes that require consistent prioritisation. Service, quality, logistics and repair teams each understand their work, but ageing units and programme decisions require governance as a coherent programme. The bridge is at demonstrated group-manager scope, accountable for execution governance rather than global supply-chain strategy.

The assignment starts on 19 October 2026 for nine months in Bengaluru. Five-day availability supports programme reviews and planned India repair or logistics-site visits, with remote collaboration across time zones. Recruitment for a permanent PMO manager proceeds in parallel, and any extension requires an approved transition reason rather than a general promise to stay until every return is resolved.

Handover requires a controlled return-to-disposition register, agreed programme-risk thresholds and a repeatable review that resolves cross-functional decisions before ageing becomes routine. The successor must lead two review cycles, refresh capacity and blockage assumptions and receive the remaining high-risk units with owners and evidence needs. Completion is not simply a shorter queue if units have been reclassified to hide unresolved technical or commercial issues.

The manager may set PMO review standards, sequence work within agreed priorities and escalate resource conflicts using the director's delegation. Changes to product-quality disposition, customer warranties, permanent headcount and spending above ₹8 lakh outside plan require functional approval. The bridge cannot certify a returned unit, change export classification or promise customer delivery without the accountable technical and commercial owners.

The perimeter excludes procurement leadership, semiconductor process engineering and enterprise logistics network redesign. It includes disciplined programme visibility, capacity-risk judgement and talent coaching within the PMO. The leader must make tradeoffs actionable while respecting specialist quality and compliance decisions, leaving an operating rhythm that retained teams can sustain without a temporary manager personally chasing each unit.

What you will own

• Approve the return-to-disposition programme register, connecting each blocked unit to its technical, commercial or logistics decision owner and the evidence needed for release.
• Sequence PMO attention using ageing, recovery value, customer urgency and capacity constraints, while leaving quality disposition and customer promises with authorised functional leaders.
• Set programme-risk escalation thresholds that distinguish routine queue variation from dependency failures needing director-level resource or policy decisions before further delay accumulates.
• Challenge recovery capacity assumptions with actual work-in-progress and rework evidence, exposing bottlenecks without independently committing additional permanent staff or external repair spend.
• Coach programme coordinators in evidence-based review and issue ownership so status meetings result in decisions rather than repeated descriptions of the same blockage.
• Transfer the PMO calendar, return register and risk methods through two successor-led reviews with documented residual units, accepted assumptions and functional approval boundaries.

Candidate qualifications

• Show eighteen or more years across supply-chain programmes, reverse logistics or service recovery, with group-manager or equivalent PMO leadership. Describe a returned-equipment flow you governed, the cross-functional decision you resolved and the actual recovery or ageing outcome. The appointment requires programme accountability, not an assumed enterprise supply-chain executive career.
• Demonstrate understanding of semiconductor equipment or comparably complex, high-value technical returns, including repair, quality, customer and logistics dependencies. Provide a case where the fastest apparent recovery route was not technically or commercially acceptable, and explain how you escalated the decision without overriding specialist authority.
• Bring PMO setup, risk and capacity-analysis capability supported by a working register or review artifact. Explain how you prevented queue metrics from hiding blocked technical judgements or repeat rework, and how the programme review led to a measurable action. Lean or Six Sigma training should be supported by observed flow improvement rather than certification alone.
• Prove leadership and coaching of programme teams across functions and locations, including successor transfer. Describe how another manager reproduced your review and which customer, quality or compliance decisions remained outside PMO delegation. Candidates must support the proposed nine-month five-day coverage and planned India operations visits without misrepresenting global executive authority.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 7 October 2026. Mandate reference PCT-INT-2026-IND-49.