Chief Supply Chain Officer — Transport-Assets Portfolio

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 infrastructure developer and asset operator. The immediate arena is the transport-assets portfolio during a concession renewal cycle. For mandate 349, 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 A$21,600 million in project and operating-asset portfolio, with activity spanning several transport-assets portfolio customer, product and delivery clusters rather than a single asset. The Chief Supply Chain Officer Infrastructure remit carries direct influence over roughly 750 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 transport-assets portfolio. The Chief Supply Chain Officer Infrastructure seat must resolve a concession renewal cycle, while preserving the underlying strengths of the transport-assets portfolio. For mandate 349, 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 transport-assets portfolio is expected to end with resilient supply, lower working capital and predictable fulfilment. In mandate 349, 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 — Transport-Assets Portfolio seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the transport-assets portfolio remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Chief Supply Chain Officer value-creation thesis for the transport-assets portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately A$21,600 million in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Supply Chain Officer Infrastructure organisation of about 750 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the transport-assets portfolio economics and execution constraints created by a concession renewal cycle, 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 transport-assets portfolio; remove reconciliations that obscure accountability.
• Have redesigned a multi-tier supply network and evidenced resilience, inventory and fulfilment outcomes in mandate 349.
• Build the Chief Supply Chain Officer’s three-year succession and capability plan for the transport-assets portfolio, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the transport-assets portfolio 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 transport-assets portfolio, 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 transport-assets portfolio 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 transport-assets portfolio 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 transport-assets portfolio’s operating, cash, customer and people assumptions.
• Closure of the Chief Supply Chain Officer mandate’s highest-priority transport-assets portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical transport-assets portfolio 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 transport-assets portfolio operating constraint behind a concession renewal cycle, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 349: 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 Infrastructure or adjacent enterprise. In relation to the transport-assets portfolio, 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 infrastructure, construction, utilities, transport assets or project finance 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 Infrastructure 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 A$12,550 million and led an organisation of at least 750 people.

For mandate 349, the board wants two transitions: a difficult transport-assets portfolio portfolio choice and a leadership-system change during a concession renewal cycle. As the prospective Chief Supply Chain Officer for this transport-assets portfolio, you must challenge optimistic cases and still create followership. References for mandate 349 must distinguish your contribution from the institution around you.

The Chief Supply Chain Officer must be based in Sydney; international relocation is supported, but this Infrastructure 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 Infrastructure governance forum.
• Proven Chief Supply Chain Officer ownership of at least A$12,550 million and leadership of no fewer than 750 employees in a comparable transport-assets portfolio context.
• One completed Infrastructure 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 infrastructure, construction, utilities, transport assets or project finance; experience that is purely functional and lacks Chief Supply Chain Officer-level transport-assets portfolio consequences will not meet the bar.
• Willingness to meet the Sydney location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 349.

Compensation and terms

The anticipated Chief Supply Chain Officer package is A$520,000–700,000 base + annual incentive and LTI, calibrated to the final transport-assets portfolio scope and the candidate’s current mix. Any long-term participation for mandate 349 follows standard vesting and performance conditions. The Chief Supply Chain Officer appointment in Sydney, centred on the transport-assets portfolio, 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 349.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 349. 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 349.