Own the end‑to‑end supplier lifecycle process relevant to Energy Systems delivery, ensuring a practical, auditable and scalable way of working from supplier identification/selection through onboarding, APQP/PPAP, audit cadence, performance monitoring, launch control, series change/deviation, and (re)‑sourcing triggers. Responsible for defining the standard and personally deploying and operating it on live programs until the operating rhythm is self-sustaining, including actively maturing supplier relationships and capabilities where strategically needed.

Scope:

• Primary focus: Supply streams that materially impact Energy Systems execution (e.g., electronics/PCBA/EMS, embedded software/services, and comparable categories).
• Adjacencies: Where helpful for coherence or risk control, closely related or upstream/downstream categories may be brought under the same process umbrella. Boundaries are set case‑by‑case with stakeholders and may evolve with the transformation.
• Standards & audits: Aligns to relevant automotive frameworks (e.g., ASPICE ACQ.4, IATF 16949/APQP/PPAP, VDA 6.3, ISO 26262/21434) as applicable to the commodity and program.
• Supplier maturity & technology readiness: Define and apply supplier maturity models (organizational, process, quality, delivery, compliance) and technology readiness assessments (e.g., TRL/MRL or equivalent) as explicit inputs to supplier pre-qualification, nomination, deviation, and re-sourcing decisions.

Activity Split

• ~50% Process Ownership (L2): Define, release, and continuously improve the process family (workflows, tailoring, templates, checklists, evidence model) and its interfaces.
• ~50% Hands‑On Deployment: Join selected programs/suppliers to run the cadence (gates, audits, PPAP maturity, deviations) until the operating rhythm is self‑sustaining.

Outcomes (directional, not numeric)

• A single, usable supply‑chain quality & procurement process family is published and adopted; evidence is traceable in the toolchain.
• Nomination, PPAP, deviation and launch decisions are predictable and defensible; escalations are clear.
• On priority programs/suppliers, the operating rhythm is visible and stable, with fewer escapes, faster closures, and cleaner audits.

Main Tasks

Process ownership (~50%)

• Release workflows for: market scan & pre‑qual → selection/nomination → onboarding → APQP/PPAP → audit cadence → performance & escalation → change/deviation → re‑sourcing.
• Provide tailoring rules by risk/commodity/SOW type and templates (risk scoring, Q‑appendix for MSA/SOW, Supplier Quality Plan, VDA 6.3 checklist, PPAP checklist, Launch Readiness, 8D, deviation/waiver, supplier scorecard).
• Define the evidence model and tool hooks (STAGES/APF as backbone; integrate with Jama/Jira/PLM/SRM as needed).
• Define and maintain supplier maturity and readiness assessment frameworks (dimensions, scoring logic, evidence, decision thresholds).
• Maintain RASICs with Procurement, Product Engineering, PMO, Enterprise Quality, Legal, and IT/CISO; clarify accept/reject criteria and the escalation ladder.

Hands‑on deployment (~50%)

• Stand up and chair a lightweight Supplier Quality/Launch cadence for selected programs until steady.
• Lead an initial wave of supplier evaluations/audits and shepherd PPAP maturity for at‑risk parts; drive containment/8D where required.
• Coach L3 Process Champions and line teams; transition to steady‑state once the bar is internalized.

Authority & Decision Rights

• Gatekeeper for process acceptance at nomination/PPAP/deviation within defined limits, with clear escalation to Business Decision-Makers and/or L1/L0 for higher‑risk calls.
• Authority to approve tailoring and request corrective actions; commercial commitments remain outside this role.

Procurement/Purchasing Interface

• This role defines the cross‑functional process and gates for supplier selection, onboarding, quality and performance monitoring in partnership with Procurement and other stakeholders.
• Procurement owns commercial execution (RFx, negotiation, PO/contract administration) within the agreed gates and evidence expectations.
• Exact split of activities may vary by commodity/program and will be refined jointly as the operating model matures.

Key Interfaces

Supply Chain, Procurement/Purchasing/Commodity Management, Program PMO, Product Engineering (SYS/SW/HW), Enterprise/Plant Quality, Legal, IT/CISO, and customer SQAs—as applicable to the specific supply stream.

Experience & Qualifications (representative)

• Deep hands‑on background in automotive supplier quality/procurement for technology‑intensive commodities; track record establishing or upgrading supplier lifecycle systems.
• Practitioner depth in APQP/PPAP, supplier audits, 8D/containment, launch control; familiarity with ASPICE ACQ.4 and safety/cyber interfaces as relevant.
• Experience assessing supplier maturity and technology readiness,
• Strong stakeholder handling, with the ability to set a bar and help run it during transition.
• 10-15+ years relevant experience.

KPIs (directional signals, not fixed targets)

• Clear gate adherence with fewer late surprises; audit closures trending down in cycle time; PPAP on‑track for critical parts; escape/PPM trending down; healthy supplier scorecards and issue closure discipline.

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