Chief Supply Chain Officer — Mixed-Signal Portfolio

The mandate

A US mixed-signal portfolio has reserved wafer, packaging and test capacity through separate teams, creating mismatches between gross die, package availability, bin demand and customer qualification. Inventory grows while protected orders still miss dates. The planned replacement Chief Supply Chain Officer will reset allocation around qualified saleable output.

Approximately 750 employees and material partners span planning, procurement, supplier quality, logistics and partner operations. The CSCO owns end-to-end supply performance and reports to the Group Chief Executive or sponsor. Engineering and quality retain technical approval.

Capacity will convert wafer starts through yield, package, test time, bin and qualification. Nominal reservations will not count when tooling, recipe or customer approval is missing.

Demand governance will distinguish forecast, authorisation and firm order. Double-counted channel demand and unsupported lifetime forecasts will not drive non-cancellable commitments.

Inventory will carry purpose, ownership, shelf life and effectivity. Die banks and buffers need customer and product logic; channel loading cannot create apparent release.

Supplier options will include qualification time and engineering capacity. The CSCO will govern materials, sub-tiers, test hardware and change notification and develop or exit suppliers based on physical evidence.

Allocation criteria will combine customer line consequence, safety or regulated use, qualification stage, contract, alternatives and contribution. Commercial priority alone is insufficient. The CSCO will lead a cross-functional decision forum, document exceptions and ensure customers receive consistent information.

Supplier financial health will be read through operating signals as well as accounts. Lost technicians, delayed calibration, rising escapes and unapproved changes can precede formal distress. The team will support strategic recovery with milestones or qualify an exit before failure forces emergency sourcing.

Emergency brokers and counterfeit risk require pre-defined control. Traceability, authenticity, quarantine and technical approval will apply even during line-down. Any exceptional source needs executive and quality authority and clear customer disclosure where required.

Trade and origin evidence will follow sub-tiers and lots. Invoice location does not prove origin or permitted destination. Classification, sanctions, customer restrictions and shipping documents will connect to material records, with stop authority where evidence is incomplete.

Continuity exercises will combine foundry delay, package constraint and test-hardware failure. The plan must demonstrate allocation, qualified alternate, communication and backlog recovery. A list of suppliers or untested buffer will not satisfy the readiness standard.

Supplier quality metrics will include internal disruption. Sorting, extra inspection, rescheduling, technical support and customer recovery cannot disappear when replacement material arrives. Sourcing decisions will use total quality and schedule burden rather than on-time delivery and purchase-price variance alone.

Capacity and inventory incentives will discourage risk multiplication. Planners rewarded only for service may over-order; buyers rewarded only for price may remove flexibility. The CSCO will create shared outcomes for forecast stability, qualified continuity and working capital while preserving independent quality authority.

Environmental and safety readiness will accompany alternate materials and emergency routes. Storage, transport, worker protection, waste and permits need approval before use. Supply urgency cannot move hazardous consequence into a contractor or community without governance.

Customer-owned die, tooling and inventory will carry explicit custody, insurance and use rights. The portfolio may not reallocate one customer’s assets to solve another shortage without consent.

Supply leaders will audit authorised broker and distributor inventories for authenticity, shelf life and ownership before treating them as available capacity in an emergency plan.

Supplier recovery claims will be sampled at the process and lot level after corrective-action closure, with recurrence thresholds that trigger renewed containment.

The incumbent retires after structured handover. The onsite San Jose role will preserve supplier knowledge while modernising planning and allocation.

What you will own

• Establish qualified capacity and allocation governance.
• Integrate demand, wafer, package, test and bin planning.
• Govern inventory, commitments and customer priorities.
• Lead supplier quality, alternatives and recovery.
• Protect genealogy, sub-tier and change control.
• Negotiate flexibility and exposure.
• Test continuity and backlog recovery.
• Build supply leadership and succession.

The first 12 months

In the first 60 days, reconcile capacity and demand, identify unsupported reservations and establish interim allocation.

By month six, reset commitments, correct inventory and qualify priority alternatives. Complete leadership and supplier decisions.

At twelve months, improve protected-order fulfilment above 96%, reduce misaligned capacity exposure by 25% and release 15% of inventory without weakening continuity. Premium freight should fall 30%, with no customer impact from a known unowned package or test constraint.

What the sponsor will measure

• Capacity expressed as qualified saleable output.
• Demand categories and commitments explicit.
• Inventory funded by real obligations.
• Alternatives discounted for qualification time.
• Suppliers improving physical control.
• Allocation transparent to customer teams.

The person

You bring 18–22 years in semiconductor supply chain, including mixed-signal foundry, package and test. You have reset capacity allocation and inventory across outsourced partners.

Your prior scope should exceed US$500 million spend or 500 employees and partners. Evidence must include a reservation corrected, buffer decision and supplier contingency.

Compensation and terms

Base compensation is US$430,000–575,000 plus annual incentive and equity linked to service, inventory, capacity, supplier quality and leadership. The permanent post is based onsite in San Jose and reports through the nominated executive sponsor or directly to the Group Chief Executive. Timing supports retirement handover.

Confidentiality

The portfolio, customers, capacity, inventory, suppliers and agreements remain confidential. Detail follows fit, conflicts and signed confidentiality. Applicants must not contact suppliers or employees to identify the enterprise.