EVP – Supply Chain — Packaging And Test Network

The mandate

A South Korean packaging and test network is transitioning to new package architectures and product generations. Substrates, lead frames, compounds, test hardware and outsourced capacity have different qualification timelines, while legacy products retain long customer obligations. An urgent new EVP – Supply Chain will create one transition plan from material source to qualified shipped unit.

Approximately 1,250 employees and material partners span planning, procurement, supplier quality, logistics and partner operations. The EVP owns end-to-end supply performance and reports to the Group Chief Executive or sponsor. Engineering and quality retain specification and release authority.

Supplier readiness will be measured by approved process, capacity, genealogy and recovery. Commercial award alone is insufficient. Sub-tier changes require notice and evidence, particularly for materials whose variation affects package reliability.

Roadmap allocation must protect legacy service, qualification builds and volume ramps. Inventory needs purpose, ownership, shelf life and cancellation evidence. Excess cannot be moved into channels to create apparent release.

Test hardware and tooling are supply items with engineering dependencies. The leader will govern design, fabrication, debug, spares and ownership and prevent a missing interface board from becoming the hidden bottleneck.

Partner sites will follow common lot, recipe, change and shipment controls. Emergency sourcing will use authorised channels and authenticity checks. Customer allocation will remain transparent during shortage.

This new role is urgent because transition commitments are already being placed without network-wide ownership. The EVP may reshape planning and supplier-quality leadership.

Supplier financial and operational health will be monitored together. Lost process engineers, delayed calibration, rising escapes or unapproved sub-tier movement can precede formal distress. The EVP will create supported recovery where strategic, qualify alternatives early and avoid using extended payment terms to deepen fragility.

Trade and origin evidence matters through multilayer supply. A Korean invoice does not establish where substrate, metal, chemical or component originated. Classification, sanctions, export and customer-origin requirements will be tied to material master and lot records, with stop authority for incomplete evidence.

Demand governance will distinguish forecast, authorisation and firm commitment. Suppliers should know what they may purchase and what risk remains theirs. Schedule volatility and cancellation exposure will be measured, preventing the network from transferring planning failure to small partners and later disputing the result.

Environmental and safety implications of new materials require supply ownership. Storage, shelf life, waste, hazardous transport and emergency response must be ready before volume. A cheaper source that increases scrap or handling risk will be evaluated on full process consequence.

Business continuity exercises will combine a substrate shortage, failed alternate qualification and customer escalation. The plan must show allocation, communications and backlog recovery, not merely an emergency supplier list.

Packaging and test capacity contracts will be reviewed for effective output. Reserved tool time can be unusable if recipe ownership, test programme, engineering support or customer approval is absent. The EVP will translate commercial reservations into qualified units and expose where the network is paying for nominal rather than deployable flexibility.

Supplier scorecards will include internal disruption cost. Sorting, additional inspection, line change and technical support cannot disappear when replacement material arrives. Recovery priorities and sourcing awards will reflect total quality and schedule burden, not only on-time shipment and purchase-price variance.

Leadership incentives will reward stable forecast and supplier development, avoiding excess ordering that creates apparent security. Procurement and planning teams should surface uncertainty and negotiate options rather than convert every risk into inventory.

What you will own

• Build end-to-end transition supply and allocation governance.
• Qualify materials, tooling, test hardware and partner capacity.
• Protect genealogy, sub-tier visibility and change control.
• Balance legacy, qualification and ramp inventory.
• Lead supplier recovery, development and qualified exit.
• Govern customer shortage and alternate-source communication.
• Integrate trade, logistics and continuity.
• Build supply-chain leadership and succession.

The first 12 months

In the first 45 days, map critical transition items, supplier qualifications and customer obligations and stop unsupported commitments. Establish one allocation and risk forum.

By month six, qualify priority sources and test assets, secure legacy supply and implement partner genealogy. Correct inventory and forecast assumptions.

At twelve months, achieve 95% supplier readiness for protected roadmap gates, reduce transition-driven premium freight by 35% and improve confirmed-date delivery above 96%. Ninety-eight per cent of high-risk lots should trace to approved source. No customer delay should arise from a known unowned tooling or test-hardware dependency.

What the sponsor will measure

• Supply readiness based on qualified physical capability.
• Legacy and new-roadmap obligations visible together.
• Material and sub-tier change controlled.
• Tooling and test hardware treated as critical supply.
• Partners operating under equivalent genealogy.
• Customer allocation supported by consistent evidence.

The person

You bring 18–22 years in semiconductor packaging, test or electronics supply chain, including South Korea. You have led product-generation transition across materials and outsourced partners.

Your prior scope should exceed ₩800 billion spend or 900 employees and partners. Evidence must include a material qualification, test-hardware constraint and partner genealogy recovery. Korean and English fluency are required.

Compensation and terms

Base compensation is ₩420–560 million plus annual incentive linked to roadmap readiness, service, genealogy, inventory and leadership. This permanent onsite Seoul role reports to the Group Chief Executive or designated sponsor. Prompt availability is preferred.

Confidentiality

The network, products, suppliers, qualifications, customers and roadmap remain confidential. Detail follows suitability, conflicts and signed confidentiality. Applicants must not contact suppliers or partners to infer the enterprise.