EVP – Supply Chain — Social-Infrastructure Portfolio

The mandate

The chair and executive committee are aligned that the immediate priority is exposure to concentrated suppliers and unstable lead times within a listed infrastructure developer and asset operator. The immediate arena is the social-infrastructure portfolio during a public-private partnership expansion. For mandate 329, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Supply Chain operating perimeter covers approximately SAR 22,100 million in project and operating-asset portfolio, with activity spanning several social-infrastructure portfolio customer, product and delivery clusters rather than a single asset. The EVP – Supply Chain Infrastructure remit carries direct influence over roughly 1,350 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a EVP – Supply Chain who can convert ambiguity into a short list of explicit choices for the social-infrastructure portfolio. The EVP – Supply Chain Infrastructure seat must resolve a public-private partnership expansion, while preserving the underlying strengths of the social-infrastructure portfolio. For mandate 329, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Supply Chain’s first year on the social-infrastructure portfolio is expected to end with supply assurance, inventory productivity and dual-source readiness. In mandate 329, 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 EVP – Supply Chain — Social-Infrastructure 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 social-infrastructure 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 EVP – Supply Chain value-creation thesis for the social-infrastructure portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately SAR 22,100 million in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Supply Chain Infrastructure organisation of about 1,350 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the social-infrastructure portfolio economics and execution constraints created by a public-private partnership expansion, with EVP – Supply Chain-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Supply Chain operating review across commercial, customer, financial, people, technology and risk outcomes for the social-infrastructure portfolio; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 329.
• Build the EVP – Supply Chain’s three-year succession and capability plan for the social-infrastructure portfolio, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the social-infrastructure portfolio baseline, meet the 30 stakeholders most consequential to exposure to concentrated suppliers and unstable lead times, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Supply Chain portfolio and organisation choices for the social-infrastructure 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 social-infrastructure portfolio trend against supply assurance, inventory productivity and dual-source readiness, 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 EVP – Supply Chain’s agreed first-year social-infrastructure portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Supply Chain forecast that remains decision-useful across three consecutive quarters and reconciles the social-infrastructure portfolio’s operating, cash, customer and people assumptions.
• Closure of the EVP – Supply Chain mandate’s highest-priority social-infrastructure portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical social-infrastructure portfolio talent and ready-now successors for at least 70% of the EVP – Supply Chain’s direct reports.
• A quantified EVP – Supply Chain-owned improvement in the social-infrastructure portfolio operating constraint behind a public-private partnership expansion, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 329: 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 EVP Supply Chain, Chief Procurement Officer or Operations Leader in a listed Infrastructure or adjacent enterprise. In relation to the social-infrastructure portfolio, your EVP – Supply Chain 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 EVP – Supply Chain brief.

As a EVP – Supply Chain 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 SAR 12,800 million and led an organisation of at least 950 people.

For mandate 329, the board wants two transitions: a difficult social-infrastructure portfolio portfolio choice and a leadership-system change during a public-private partnership expansion. As the prospective EVP – Supply Chain for this social-infrastructure portfolio, you must challenge optimistic cases and still create followership. References for mandate 329 must distinguish your contribution from the institution around you.

The EVP – Supply Chain must be based in Riyadh; 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 EVP Supply Chain, Chief Procurement Officer or Operations Leader, with direct exposure to a board, investment committee or equivalent Infrastructure governance forum.
• Proven EVP – Supply Chain ownership of at least SAR 12,800 million and leadership of no fewer than 950 employees in a comparable social-infrastructure portfolio context.
• One completed Infrastructure or adjacent-sector example of exposure to concentrated suppliers and unstable lead times 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 EVP – Supply Chain-level social-infrastructure portfolio consequences will not meet the bar.
• Willingness to meet the Riyadh location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 329.

Compensation and terms

The anticipated EVP – Supply Chain package is SAR 1.4–1.9 million fixed + annual incentive, calibrated to the final social-infrastructure portfolio scope and the candidate’s current mix. Any long-term participation for mandate 329 follows standard vesting and performance conditions. The EVP – Supply Chain appointment in Riyadh, centred on the social-infrastructure portfolio, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 329.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 329. 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 329.