Chief Information Officer — Packaging And Test Network

The mandate

A packaging and test network is resetting capacity allocation, but planning, manufacturing execution, equipment and test systems disagree on available hours, lot status and good units. Local spreadsheets bridge gaps and allow different teams to produce plausible but incompatible answers. A planned new Chief Information Officer will create the trusted operational platform needed for allocation without centralising technical judgement in IT.

Approximately 500 employees and material partners depend on the network’s technology perimeter. The CIO owns enterprise and manufacturing applications, integration, infrastructure, cybersecurity, service, data governance and delivery and reports to the Group Chief Executive or sponsor. Operations owns capacity rules, engineering owns recipes and quality owns release; technology preserves their authorised data and workflow.

Capacity data must reflect qualification. A tool may be available physically but unapproved for a device, recipe or customer. Maintenance, calibration, engineering hold and setup also change usable time. The CIO will connect these states and expose uncertainty rather than sum nominal hours.

Genealogy spans incoming die, assembly splits, rework, test insertions, bins and shipment. Interface failure cannot create or lose material silently. Reconciliation, exception ownership and source lineage are prerequisites before automated allocation.

Test programmes and limits require configuration control. A result without version, equipment and retest policy can misstate yield. The platform must preserve historical context and prevent unauthorised master-data edits.

Cybersecurity is inseparable from production. Vendor access, ageing equipment and shared files require segmentation, monitoring and practised recovery. A security control that prevents safe maintenance needs redesign, not informal bypass.

Scheduling logic must remain explainable. Optimisers may recommend product sequences that overlook cleaning, qualification, material expiry or customer priority. Business owners will approve constraints, review overrides and retain a manual recovery mode. The CIO will prevent an algorithm from becoming an unchallengeable allocation authority.

Vendor architecture will avoid creating another concentration. Proprietary interfaces, unsupported equipment connectors and licence restrictions can lock plants into one integrator. Contracts must include data rights, service levels, source access where appropriate and orderly exit. Internal teams will retain enough knowledge to diagnose failures and govern change.

Cutovers will be tested at representative volume and shift conditions. A successful daytime pilot with vendor engineers present does not prove production readiness. Operators, planners, quality and support teams must demonstrate abnormal transaction, reconciliation, rollback and restart before legacy routes are retired.

Finance controls remain part of physical flow. Consumption, inventory ownership, subcontract liability and customer shipment must reconcile to the ledger. The CIO will design interfaces and audit trails with finance rather than treating period-end adjustments as a separate problem.

Service management will distinguish office incidents from line-critical faults. Response, escalation, spare infrastructure and vendor coverage must follow production consequence, and chronic incidents will enter architecture priorities rather than disappear after ticket closure.

Technology operating cost will include local support, interfaces, security and retained legacy capability, preventing an apparently cheaper platform from shifting expense into plant overtime and manual reconciliation.

The role is new because site technology leaders cannot set cross-network architecture alone. The onsite Hyderabad appointment will create product-oriented teams close to plants and sequence modernisation around live customer ramps.

What you will own

• Establish architecture across planning, MES, equipment, test and enterprise systems.
• Connect qualified capacity, genealogy, maintenance and order evidence.
• Govern master data, integration, reconciliation and exception ownership.
• Protect test configuration, quality status and historical lineage.
• Lead cyber, vendor access, recovery and service resilience.
• Prioritise technology against allocation and customer decisions.
• Control migration, cutover, adoption and benefit evidence.
• Build plant-facing technology and data leadership.

The first 12 months

In the first 60 days, trace representative lots and equipment capacity across systems, identify decisions exposed to disagreement and establish interim reconciliation. Stop automation where status or genealogy is unsafe.

By month six, deliver governed qualified-capacity and lot views for priority flows, correct critical master data and test disaster recovery. Remove spreadsheets only after authorised workflow works.

At twelve months, achieve 98% genealogy completeness, reduce capacity-data disputes by 80% and support a 15% improvement in protected-order allocation. Priority integrations should reconcile above 99.5%, with zero material cyber or quality-status incident. Technology benefits must be validated by operations and finance.

What the sponsor will measure

• Capacity reflecting product qualification and equipment condition.
• Physical lots reconciling through assembly, test and shipment.
• Test context preserved through version and retest.
• Exceptions visible rather than hidden by spreadsheets.
• Cyber controls compatible with safe plant operation.
• Technology adopted because it improves live allocation decisions.

The person

You bring 18–22 years in semiconductor manufacturing technology, CIO leadership or MES and test systems. You have integrated outsourced or multi-site packaging operations and recovered unreliable capacity or genealogy data.

Your previous scope should include 350 technology employees and partners, several plants or billions of transactions. Evidence must include an interface that misstated material, a qualified-capacity correction and tested plant recovery. Generic enterprise IT without manufacturing systems is insufficient.

Compensation and terms

Fixed compensation is ₹3.2–4.6 crore plus performance variable and long-term incentive linked to data trust, allocation, resilience, cyber and leadership. This permanent onsite Hyderabad role reports to the Group Chief Executive or designated sponsor. Appointment follows the planned platform build.

Confidentiality

The network, sites, systems, products, allocation and security controls remain confidential. Detail follows fit, conflicts and signed confidentiality. Applicants must not contact vendors or employees to infer the client.