Chief Supply Chain Officer — Precision-Engineering Division

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 multi-site industrial manufacturing group. The immediate arena is the precision-engineering division during a quality-system recovery. For mandate 499, 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 S$8,800 million in manufacturing and commercial portfolio, with activity spanning several precision-engineering division customer, product and delivery clusters rather than a single asset. The Chief Supply Chain Officer Manufacturing remit carries direct influence over roughly 1,375 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 precision-engineering division. The Chief Supply Chain Officer Manufacturing seat must resolve a quality-system recovery, while preserving the underlying strengths of the precision-engineering division. For mandate 499, 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 precision-engineering division is expected to end with resilient supply, lower working capital and predictable fulfilment. In mandate 499, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the Chief Supply Chain Officer — Precision-Engineering Division seat. The incumbent continues to lead the precision-engineering division through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a quality-system recovery is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the Chief Supply Chain Officer value-creation thesis for the precision-engineering division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately S$8,800 million in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Supply Chain Officer Manufacturing organisation of about 1,375 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the precision-engineering division economics and execution constraints created by a quality-system recovery, 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 precision-engineering division; remove reconciliations that obscure accountability.
• Have redesigned a multi-tier supply network and evidenced resilience, inventory and fulfilment outcomes in mandate 499.
• Build the Chief Supply Chain Officer’s three-year succession and capability plan for the precision-engineering division, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the precision-engineering division 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 precision-engineering division, 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 precision-engineering division 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 precision-engineering division 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 precision-engineering division’s operating, cash, customer and people assumptions.
• Closure of the Chief Supply Chain Officer mandate’s highest-priority precision-engineering division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical precision-engineering division 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 precision-engineering division operating constraint behind a quality-system recovery, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 499: 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 Manufacturing or adjacent enterprise. In relation to the precision-engineering division, 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 industrial manufacturing, engineering, chemicals, automotive components or process industries 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 Manufacturing 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 S$5,100 million and led an organisation of at least 950 people.

For mandate 499, the board wants two transitions: a difficult precision-engineering division portfolio choice and a leadership-system change during a quality-system recovery. As the prospective Chief Supply Chain Officer for this precision-engineering division, you must challenge optimistic cases and still create followership. References for mandate 499 must distinguish your contribution from the institution around you.

The Chief Supply Chain Officer must be based in Singapore; international relocation is supported, but this Manufacturing 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 Manufacturing governance forum.
• Proven Chief Supply Chain Officer ownership of at least S$5,100 million and leadership of no fewer than 950 employees in a comparable precision-engineering division context.
• One completed Manufacturing 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 industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks Chief Supply Chain Officer-level precision-engineering division consequences will not meet the bar.
• Willingness to meet the Singapore location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 499.

Compensation and terms

The anticipated Chief Supply Chain Officer package is S$500,000–680,000 base + annual incentive and LTI, calibrated to the final precision-engineering division scope and the candidate’s current mix. Any long-term participation for mandate 499 follows standard vesting and performance conditions. The Chief Supply Chain Officer appointment in Singapore, centred on the precision-engineering division, 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 499.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 499. 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 499.