Chief Supply Chain Officer — Engineering Centre

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 multinational global-capability-centre network. The immediate arena is the engineering centre during a captive-to-global mandate expansion. For mandate 249, 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 HUF 2,900 million in annual global services budget, with activity spanning several engineering centre customer, product and delivery clusters rather than a single asset. The Chief Supply Chain Officer Global Capability Centres remit carries direct influence over roughly 1,200 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 engineering centre. The Chief Supply Chain Officer Global Capability Centres seat must resolve a captive-to-global mandate expansion, while preserving the underlying strengths of the engineering centre. For mandate 249, 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 engineering centre is expected to end with resilient supply, lower working capital and predictable fulfilment. In mandate 249, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Chief Supply Chain Officer — Engineering Centre seat following an accelerated leadership transition. Interim accountability is in place for the engineering centre, but the board wants a permanent appointment within 6–8 weeks because a captive-to-global mandate expansion cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Chief Supply Chain Officer value-creation thesis for the engineering centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately HUF 2,900 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Chief Supply Chain Officer Global Capability Centres organisation of about 1,200 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the engineering centre economics and execution constraints created by a captive-to-global mandate expansion, 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 engineering centre; remove reconciliations that obscure accountability.
• Have redesigned a multi-tier supply network and evidenced resilience, inventory and fulfilment outcomes in mandate 249.
• Build the Chief Supply Chain Officer’s three-year succession and capability plan for the engineering centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the engineering centre 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 engineering centre, 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 engineering centre 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 engineering centre 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 engineering centre’s operating, cash, customer and people assumptions.
• Closure of the Chief Supply Chain Officer mandate’s highest-priority engineering centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical engineering centre 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 engineering centre operating constraint behind a captive-to-global mandate expansion, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 249: 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 Global Capability Centres or adjacent enterprise. In relation to the engineering centre, 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 GCCs, shared services, enterprise technology, business services or multinational operations 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 Global Capability Centres 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 HUF 1,700 million and led an organisation of at least 850 people.

For mandate 249, the board wants two transitions: a difficult engineering centre portfolio choice and a leadership-system change during a captive-to-global mandate expansion. As the prospective Chief Supply Chain Officer for this engineering centre, you must challenge optimistic cases and still create followership. References for mandate 249 must distinguish your contribution from the institution around you.

The Chief Supply Chain Officer must be based in Budapest; international relocation is supported, but this Global Capability Centres 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 Global Capability Centres governance forum.
• Proven Chief Supply Chain Officer ownership of at least HUF 1,700 million and leadership of no fewer than 850 employees in a comparable engineering centre context.
• One completed Global Capability Centres 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 GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks Chief Supply Chain Officer-level engineering centre consequences will not meet the bar.
• Willingness to meet the Budapest location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 249.

Compensation and terms

The anticipated Chief Supply Chain Officer package is HUF 135–185 million base + annual incentive and LTI, calibrated to the final engineering centre scope and the candidate’s current mix. Any long-term participation for mandate 249 follows standard vesting and performance conditions. The Chief Supply Chain Officer appointment in Budapest, centred on the engineering centre, 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 249.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 249. 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 249.