Confidential mandate
Aerospace Sales and Operations Planning Director — Consulting
Urgent / Unplanned
An aerospace manufacturer commissions a four-month S&OP redesign connecting customer schedules, engineering change, constrained materials and shop capacity into one executable production commitment for export customers.
The mandate
The problem is multiple competing production promises: customer programmes, engineering, supply and the plant each maintain different dates and constraint assumptions. Leadership cannot distinguish recoverable delay from structurally impossible commitments.
The deliverable is one demand and supply baseline, constraint taxonomy, monthly S&OP cadence, scenario model, decision rights, two-cycle pilot and accepted recovery portfolio.
Milestone one is due 31 October 2026 with reconciled demand and constraints; milestone two on 30 November with target process and scenario model; milestone three on 31 December with two completed cycles, recovery actions and handover.
The Programme Delivery Council accepts when all tier-one schedules reconcile to controlled sources, top constraints have dated owners, two cycles produce one signed commitment and finance validates working-capital and expedite consequences.
The client provides customer schedules, configuration and engineering changes, bills of material, supplier commitments, routings, capacity and inventory. Programme directors attend weekly reconciliation and own customer decisions.
Why this is external work
Each function's schedule protects its local accountability, leaving no neutral integrated plan. Specialist aerospace planning leadership can create evidence discipline without becoming another programme owner. The work ends after two client-run cycles demonstrate repeatability.
What you will own
- Reconcile programme demand, configuration and engineering effect for milestone one.
- Map material, tool, skill and process constraints to customer commitments.
- Design scenario logic for allocation, overtime, redesign and supplier recovery.
- Establish S&OP roles, calendar, inputs and executive decisions.
- Facilitate two complete pilot cycles using controlled data.
- Quantify cash, inventory, expedite and customer effects of choices.
- Transfer the milestone-three recovery portfolio and process controls.
Candidate qualifications
- 22–28 years in aerospace programmes, planning, supply chain or operations.
- Direct leadership of S&OP or integrated business planning in a configured aerospace environment.
- Experience reconciling engineering change with material and capacity commitments.
- Evidence of converting competing programme dates into one executable plan.
- Strong knowledge of configuration control, long-lead supply and customer governance.
- Senior facilitation credibility across engineering and operations.
Non-negotiables
- Director onsite in Hyderabad throughout both pilot cycles.
- No schedule accepted without controlled source and accountable owner.
- Customer commitments remain the authority of client programme directors.
- All scenario logic and working files transfer to the client.
- 49 words maximum. Which aerospace S&OP process did you redesign, and what constraint most changed the customer promise?
- 49 words maximum. How would you reconcile engineering change with supply and plant schedules in milestone one?
- 49 words maximum. Which controlled inputs and decision-makers are required for a valid monthly cycle?
This mandate is confidential. The client is named only under a mutual NDA, and your own record is never listed, sold or shown to a company under your name until you release it for this specific mandate.