Director, Integrated Polymer Film Manufacturing

The mandate

Two polymer film manufacturing units share customer demand, material supply and important utility constraints, yet production choices are still optimised separately. A locally efficient campaign can create avoidable stock, starve another process or require a restart whose loss was absent from the plan. The Director establishes integrated manufacturing leadership across BOPA and cast-film activity, making the available capacity dependable rather than merely impressive in a nominal equipment schedule.

The position offers permanent, open-ended employment, with a twenty-four-month initial agenda covering campaign planning, reliability and plant leadership. Approximately 240 employees sit within the operating perimeter, including planning and utilities responsibilities. The leader will maintain distinct process requirements while resolving common constraints, recognising that different film technologies cannot be made interchangeable through an aggregate tonnes target or a single utilisation percentage.

Manufacturing judgement must connect resin or masterbatch availability, product sequence, start-up losses and utility reliability to the commitment made to customers. BOPA double-bubble operation and cast-film campaigns create different planning and stability considerations. The Director will require evidence-based operating assumptions and challenge schedules whose apparent output depends on unrealistic recovery time, material compatibility or uninterrupted utilities that the plants have not demonstrated.

The executive controls integrated production planning, operating priorities and improvement resources within delegation. Major capacity expansion, structural organisation changes and commitments outside the approved investment envelope require COO or board approval. Independent safety and quality authorities retain their decision rights. The leader must not solve a scheduling conflict by weakening a release standard, bypassing maintenance protections or promising capacity that is only available under unproven technical conditions.

At twelve months, operating plans should show the real shared constraints and explain the consequences of changing a campaign. By twenty-four months, the plants should demonstrate repeatable schedule performance, stable material and utility interfaces and stronger succession in their leadership teams. Ongoing director accountability then sustains reliable manufacturing choices as customer mix and technology requirements evolve, rather than end when the first integrated planning process is installed.

What you will own

• Establish an integrated campaign plan that records material, process and utility constraints explicitly, enabling customer commitments to reflect demonstrable output rather than the sum of each line's theoretical equipment capacity.
• Decide cross-unit production priorities within approved commercial commitments, documenting the effects on start-up loss, inventory and downstream availability when one product campaign displaces another in the operating schedule.
• Build process-specific capacity assumptions for BOPA and cast-film activity, validating recovery times and stability conditions so planning teams do not apply one technology's performance expectation to another.
• Govern the material and masterbatch readiness interface with procurement and technical owners, requiring accountable evidence before a production campaign is released on assumptions of supply or compatibility not yet established.
• Develop a utilities reliability and production consequence register, linking recurring interruptions to lost output and restart exposure so investment proposals target the operating constraint rather than a generic efficiency claim.
• Lead plant leadership reviews using schedule and process cases, strengthening the judgement of managers who must resolve local issues consistently with the integrated manufacturing priorities and independent control requirements.
• Present capacity and expansion alternatives with observed bottleneck evidence, explaining when improved sequencing or reliability can meet demand and when additional equipment is genuinely necessary for dependable output.

Candidate qualifications

• Applicants must have substantial manufacturing operations experience in polymer films or flexible packaging, including practical exposure to BOPA double-bubble and CPP or related cast-film processes. Describe a schedule decision whose outcome depended on technology-specific stability or recovery, and demonstrate the operating evidence used to challenge the original capacity assumption personally.
• Leadership across plant functions or multiple production lines is essential, with strong production planning and utilities understanding. Provide a case where a shared material or utility constraint made locally efficient plans incompatible, explaining the priority chosen and the consequences communicated. The relevant capability is integrated operating judgement, not simply consolidating separate plant output targets into one report.
• Technical and improvement methods should support verifiable loss and reliability analysis. Show how you distinguished start-up, product-mix and interruption losses, and how a corrective decision sustained better performance. Appropriate engineering or technical education and practical lean capability are expected; applicants must coordinate quality and safety responsibilities without assuming manufacturing authority permits exceptions to their independently owned standards.
• Candidates need a record of developing plant and shift leadership, sustaining difficult inter-site decisions and presenting realistic investment alternatives to executives. Describe an expansion proposal changed by operating evidence, identifying whether sequencing, reliability or equipment was the actual constraint. Clear accountability and disciplined customer-capacity communication must accompany the technical leadership required by this two-unit director role.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 13 October 2026. Mandate reference CVU-PER-2026-IND-214.