Chief Supply Chain Officer — Precision-Engineering Division

The mandate

A precision-engineering division is strengthening its supply assurance model to emphasise conformity and genealogy alongside delivery performance. The planned Chief Supply Chain Officer will rebuild supplier management around material traceability, sub-tier visibility and certificate-to-lot linkage, ensuring that scorecards reflect quality outcomes as well as schedule adherence.

Approximately 1,375 employees and material partners sit across planning, procurement, supplier quality, inbound logistics, inventory and trade. The CSCO reports to the Group Chief Executive or designated sponsor and owns end-to-end supply performance. Quality retains independent acceptance and engineering owns specification; the supply leader must make suppliers, capacity and material controls capable of meeting both.

Supplier segmentation will consider process and consequence. A low-spend heat-treatment source may carry more product risk than a high-spend standard distributor. The CSCO will map special processes, sole sources, sub-tiers, technical approval and recovery time. Commercial leverage is useful, but assurance intensity must follow failure consequence and detectability.

Certificates require traceability and plausibility. Document presence does not prove that the recorded heat, batch, source or test applies to delivered material. The team will connect purchase requirements, lot identity, receiving evidence and supplier records and will sample underlying data. Suspected falsification triggers containment and independent investigation, not quiet replacement.

Supplier recovery must reach process control. Corrective-action reports full of training and reminders will not suffice where capability, maintenance, method or change governance is weak. The CSCO will require physical evidence and recurrence monitoring. Development support may be appropriate for strategic partners; persistent unwillingness requires qualified exit.

Quality holds and shortages need one allocation forum. Operations cannot consume suspect stock to protect schedule, and procurement cannot build excessive buffer around unresolved variation. Supply, quality, engineering and customer teams will determine containment, alternate qualification and communication with recorded authority.

Counterfeit and brokered material need explicit control during shortage. Traceability gaps, remarked components and false scarcity can enter through emergency buying even when the immediate part appears functional. The CSCO will define authorised channels, authenticity testing, quarantine and disclosure, and will require executive approval before any non-standard source is considered for a customer programme.

Supplier viability must be observed before quality deteriorates. Late payroll, lost technical staff, deferred calibration or abrupt sub-tier substitution can signal distress earlier than financial accounts. The CSCO will combine operational and commercial indicators, agree supported recovery where justified and qualify alternatives before dependency becomes an emergency negotiation.

The incumbent will retire following completion of the current recovery phase and can provide structured supplier history. This planned transition allows careful knowledge transfer but not delay. The onsite Singapore role involves extensive supplier travel across the operating region.

What you will own

• Segment suppliers by process, consequence, detectability and recovery time.
• Restore lot genealogy, certificate integrity and approved sub-tier visibility.
• Lead supplier containment, investigation, development and qualified exit.
• Align planning and inventory with proven supplier capability.
• Govern shortage allocation and alternate qualification with technical functions.
• Integrate supplier quality into sourcing, contracts and executive scorecards.
• Protect trade, origin and restricted-material obligations.
• Build supply-chain and supplier-quality leadership with clear succession.

The first 12 months

In the first 60 days, review the largest defect families, trace representative lots to underlying supplier evidence and identify high-consequence sources misclassified by spend. Contain material where genealogy or sub-tier approval is uncertain. Capture incumbent knowledge and set executive supplier-recovery ownership.

By month six, deploy risk-based segmentation, genealogy controls and revised scorecards. Complete process-level recovery or replacement plans for priority suppliers and reduce internal sorting. Establish alternate qualification for critical sole sources and integrate engineering changes into supplier communication.

At twelve months, reduce supplier-attributable defects by 60%, incoming hold time by 40% and premium freight caused by quality failures by 35%. Ninety-eight per cent of high-risk lots should have complete traceability to approved source and process. No customer or safety event may result from knowingly unsupported supplier evidence, and critical-source continuity should meet tested recovery targets.

What the sponsor will measure

• Supplier performance reflecting conformity and disruption, not delivery alone.
• Certificates linked to the correct physical lot and approved source.
• Corrective actions changing process capability and recurrence.
• Inventory and alternates based on technical risk and recovery time.
• Quality authority protected during shortage pressure.
• Supplier and internal leaders able to sustain assurance after transition.

The person

You bring 18–22 years in supply chain, procurement or supplier quality within aerospace, semiconductor, medical devices, automotive or similarly exacting manufacturing. You have recovered a supplier-quality system across multiple tiers and personally handled questionable genealogy or certification.

Your prior scope should include S$1 billion of spend, 900 employees and partners or several hundred critical suppliers. Evidence must include a source you exited, a certificate investigation and a sole-source continuity plan. You can negotiate commercially while respecting independent quality and engineering authority.

Compensation and terms

The base range is S$500,000–680,000 plus annual incentive and long-term incentive linked to supplier quality, genealogy, service, inventory and leadership. This permanent onsite Singapore role reports to the Group Chief Executive or designated sponsor and requires extensive travel. Timing will support the planned incumbent transition.

Confidentiality

The division, suppliers, defect evidence, sub-tiers, customers and retirement transition remain confidential. Further data follows suitability, conflicts and signed confidentiality. Applicants must not contact suppliers, laboratories or employees to infer the organisation.