Essential-Antibiotic Allocation Recovery Leader

The mandate

The regional supply vice president was removed after a contamination hold at one sterile plant left country teams promising the same released stock to hospitals, wholesalers and public tenders. Manufacturing plans show bulk volume, but dose form, pack language, shelf life, quality release and transport lead time make much of it unavailable to the patients cited in escalations. Fourteen antibiotics now require one accountable allocation system while capacity recovers and health authorities request different shortage evidence.

The executive must begin in Brussels within ten days for a nine-month fixed term. During the first 21 days, every molecule-country population will be reconciled and unsupported reservations frozen. The next three production cycles will operate through common allocation and promise gates; a winter-demand exercise follows in month six. Recruitment for the permanent patient-supply leader begins after eight stable weeks, with a five-week observed handover before the mandate closes.

Handover is accepted when released and expected supply for all fourteen molecules is traceable by presentation, pack, market, expiry and patient consequence; tender and hospital promises reconcile to one available-to-commit view; and twelve consecutive weeks show no double allocation or preventable expiry. The successor must inherit unresolved quality holds, constrained ingredients, contractual exposures, authority notifications, substitution assumptions and a live decision calendar covering the following two production cycles.

The interim may cancel unsupported internal reservations, set patient-consequence allocation rules, redirect released packs where licences and contracts permit, commission approved relabelling or expedited transport, and authorise recovery spend up to EUR 6 million. Qualified persons retain batch disposition; medical and regulatory leaders own product and authority statements; customers and public bodies retain clinical-use decisions; and the chief executive approves market withdrawal, price change or capital beyond delegation.

Manufacturing investigation, batch release, prescribing guidance, commercial tender renegotiation, permanent network redesign and lobbying on shortage policy are outside scope. The leader must not use a compelling clinical narrative to override lawful market status or uncertain product evidence. This seat restores the physical promise from approved supply to named demand; it does not decide which therapy is medically preferable or declare a shortage resolved for an authority.

Why this seat is open

The plant hold exposed a regional leadership gap rather than a single-site planning failure. Country businesses escalated vertically and secured conflicting promises because the former executive never established portfolio authority. The board needs a temporary operator through capacity recovery and permanent succession, with Quality and medical accountabilities deliberately preserved.

What you will own

• Reconcile fourteen molecule populations across bulk, fill, pack, release, shelf life, market status, inventory and committed demand.
• Rank constrained supply through documented patient consequence, alternative availability, tender criticality, expiry and delivery feasibility.
• Cancel duplicate or unsupported reservations and publish one daily available-to-commit position with explicit uncertainty and ownership.
• Sequence plants, contract manufacturers, pack sites and lanes without treating unreleased or unlicensed volume as usable stock.
• Govern shortage, customer and authority inputs so operational facts remain consistent while authorised functions own external statements.
• Exercise a winter demand shock and test substitution, market transfer, relabelling, expediting and conservation options end to end.
• Induct the successor through live allocation decisions, disputed commitments, quality holds and the next two-cycle supply calendar.

Candidate qualifications

• Held regional or global patient-supply authority for sterile injectables, anti-infectives or another shortage-prone essential-medicine portfolio.
• Has allocated scarce released stock among hospitals, tenders and markets while product, pack and shelf-life constraints changed daily.
• Understands bulk, fill-finish, packaging, qualified-person release, licence status, distribution and shortage communication as one chain.
• Can prioritise patient consequence without making clinical, regulatory, batch-disposition or public-policy decisions outside the seat.
• Has challenged country presidents and commercial commitments using transparent evidence during a politically visible medicine shortage.
• Completed permanent handover only after allocation rules survived multiple production cycles and an unplanned demand or quality shock.

Non-negotiables

• Available in Brussels within ten days and able to sustain approximately 45% travel during the recovery.
• Brings direct essential-medicine shortage authority; demand planning or pharmaceutical sales experience alone is insufficient.
• Accepts qualified-person, medical, regulator, customer and chief-executive boundaries on release, use and external statements.
• Will disclose interests involving manufacturers, wholesalers, tender agents, health systems, logistics providers and shortage consultancies.

1. 49 words maximum. Describe a medicine allocation you changed after pack, expiry or release evidence invalidated headline inventory.
2. 49 words maximum. Confirm your Brussels start date and the largest essential-product shortage portfolio you commanded.
3. 49 words maximum. Which patient-consequence rule prevents the loudest market from taking every available dose?