Supplier-Quality Engineering GCC Recovery Leader

The mandate

India supplier-quality engineers currently track actions, but Japanese product teams retain containment release, design-supplier arbitration and recurrence judgment through informal calls. The head of global supplier quality wants the GCC to own the full cycle—documented corrective action supported by changed-process evidence, with clear authority to judge when a supplier lot may ship.

The interim will be based in Osaka from week three and lead for thirteen months, travelling monthly to India and priority suppliers. Search for a permanent capability executive begins after two critical suppliers pass evidence-based recurrence reviews, expected in month seven. The successor will lead one containment release and one design-versus-process dispute during a five-week handover.

Handover requires twelve critical supplier relationships to have complete defect histories, explicit design and process boundaries, approved containment evidence, observable change controls and named India decision owners. Three recurrence scenarios and two supplier process audits must operate under the new model. The successor inherits concession, escalation, field-risk, supplier-dependency and talent ledgers.

The interim may block supplier-quality closure, require independent sample evidence, pause receipt of a suspect lot, redirect specialist capacity and commit up to JPY 1.8 billion from the authorised recovery budget. Supplier award, price negotiation, product design release, plant production control and customer recall decisions stay with established officers. India leaders gain defined evidence acceptance and escalation rights.

Procurement transformation, factory management, product redesign, warranty administration and suppliers outside the named critical set are excluded. The mandate covers transferred supplier-quality judgment, corrective-action evidence, design interfaces, recurrence control, India leadership and permanent succession. It must not turn a capability recovery into ownership of the entire quality system.

Why this seat is open

Repeated failure after formal closure exposed an engineering-judgment gap with customer and safety implications, followed by executive removal. Product, procurement and suppliers hold competing accounts of whether design or process caused recurrence. Temporary quality authority is needed to make evidence-based closures, transfer that judgment into India and demonstrate it before a permanent appointment.

What you will own

• Reconstruct actuator failures across field conditions, design tolerance, supplier process, containment, verification and recurrence decisions.
• Define complete supplier-quality outcomes with evidence thresholds for containment release, root cause and corrective-action closure.
• Allocate India, product, plant, procurement and supplier rights for concessions, changes, escalation and recurring risk.
• Recover process knowledge, inspection logic, tooling conditions and sub-tier dependencies hidden behind supplier reports.
• Build India supplier-quality leaders capable of challenging design teams and senior supplier executives with physical evidence.
• Run recurrence exercises and audits involving intermittent defects, shifted process windows and disputed responsibility.
• Transfer supplier dossiers, closure rationale, concessions, field exposure, talent actions and unresolved systemic risks to the successor.

Candidate qualifications

• Held executive supplier-quality authority for robotics, automotive, industrial electronics or another complex electromechanical portfolio.
• Reopened corrective actions after field recurrence exposed weak root cause, containment or changed-process verification.
• Built India supplier-quality leaders who accepted evidence and confronted global design or procurement stakeholders.
• Distinguished supplier process failure from design sensitivity using field conditions, tolerance evidence and controlled reproduction.
• Managed critical supplier containment without casually interrupting plants, customers or constrained production programmes.
• Handed a recovered supplier portfolio to permanent leadership after observed audits, concessions and recurrence decisions.