EXECUTIVE LEADERSHIP · INTERIM SUPPLY CHAIN DIRECTOR
An Interim Supply Chain Director with authority across the whole flow.
CE Interim appoints proven Interim Supply Chain Directors to take control of planning, procurement, logistics and inventory when disruption, supplier failure or a collapse in planning discipline has put customer commitments at risk.
Poufność od pierwszego kontaktu. Sprawdzony kandydat na stanowisko kierownicze, spełniający wymagania zlecenia, gotowy do rozpoczęcia pracy w ciągu 72 godzin od otrzymania kompletnego opisu zlecenia.
Struktura podległości służbowej
GROUP COO · MANAGING DIRECTOR
INTERIM SUPPLY CHAIN DIRECTOR
PLANNING · PROCUREMENT · LOGISTICS · INVENTORY
1,500+
Liczba zleceń zrealizowanych rocznie w ramach sojuszu
90+
Partnerzy operacyjni na całym świecie
30+
Kraje objęte badaniem
95%
Zlecenia transgraniczne
72 godziny
Od otrzymania zlecenia do rozpoczęcia misji
Definicja
What is an Interim Supply Chain Director?
An Interim Supply Chain Director is an experienced executive appointed for a defined period to take control of the end-to-end flow of materials and goods: planning, procurement, logistics, inventory and the supplier base. The mandate covers the decisions, not only the analysis.
Supply Chain Director and Head of Supply Chain commonly describe the same end-to-end mandate. Procurement Director and Logistics Director usually cover one part of it, so they are not automatically equivalent. What matters is whether the mandate covers the whole flow or a single function inside it, because the failures that trigger this appointment often sit between functions rather than within one.
A live supply chain crisis is difficult to manage as an additional responsibility alongside an existing executive role. It demands sourcing, logistics, inventory, customer commitments and financial exposure to be held together, at the moment when decision quality matters most.
Czynniki wyzwalające spotkanie
When businesses appoint an Interim Supply Chain Director
01
A supplier has failed and there is no second source
A key supplier has stopped delivering, gone into difficulty, or moved you down their allocation list. Production plans are now dependent on something outside your control
02
Disruption has hit a route or a region
A corridor, a port or a supply region has become unreliable. Costs are rising, lead times are extending, and working capital is tightening while the exposure is still being mapped.
03
Planning discipline has collapsed
Forecast revisions increase from cycle to cycle. Manufacturing adjusts schedules outside the formal process. Emergency shipments rise while inventory grows unevenly across the portfolio.
04
Missing parts are stopping the line
Shortages have become routine rather than exceptional, expediting has become a permanent function, and nobody can predict which part stops production next.
05
Inventory is high and availability is still poor
Working capital is tied up in the wrong stock. The business is simultaneously over-invested and unable to serve its customers, which points to planning rather than to purchasing.
06
Procurement has never been organised
Spend is fragmented, category management does not exist, and supplier terms were set by whoever happened to negotiate them. The savings are visible and nobody owns them.
07
An acquisition has left two supply chains running
Two supplier bases, two planning systems, two logistics networks. The synergy case assumed a consolidation that nobody is leading.
08
The seat is empty and the disruption is not waiting
In CE Interim’s experience a permanent appointment can be made in eight to ten weeks, but the appointee then serves notice and needs time to learn the supplier base before they can make an allocation call with confidence. Disruption does not run to recruitment timetables.
Czy to właściwe miejsce?
Does the situation require an Interim Supply Chain Director?
The determining question is whether the failure runs across the flow, or sits inside one function that already has an owner.
Appoint an Interim Supply Chain Director when:
- Planning, procurement and logistics have to be aligned under one mandate.
- Customer commitments are at risk and the cause is upstream of the plant.
- Supplier relationships need renegotiating from a weak position.
- The business needs one accountable executive across the whole flow rather than three functional heads defending their part of it.
- The situation is moving faster than a permanent search can.
Zasada podejmowania decyzji
When the failure lives between sourcing, planning and delivery rather than inside any one of them, this is the appropriate appointment.
Kiedy właściwa jest inna rola
Where the problem is contained inside one plant, an Interim Plant Manager is closer to it and faster.
Where the failure spans production, quality and supply chain across several sites, an Interim COO carries authority this mandate does not.
Where the whole business needs a decision-maker, an Interim CEO is the appointment.
nd where the requirement is genuinely analytical rather than operational, a consultancy will map the exposure competently. What it cannot do is own the outcome, make allocation decisions under pressure, or negotiate with suppliers in real time.
W ramach CE Interim najpierw określa się zakres uprawnień, a dopiero potem proponuje się konkretną funkcję.
Porównanie ról
Jakiej roli potrzebuje firma?
Przewiń tabelę w bok →
| Tymczasowy dyrektor ds. łańcucha dostaw | Interim Plant Manager | Interim COO | Consultancy | |
|---|---|---|---|---|
| Zakres | Planning, procurement, logistics, inventory | Jedna strona | Wiele lokalizacji i funkcji | Analiza |
| Interfejs główny | Suppliers, planners, customers | Plant leadership and shifts | Kierownicy funkcjonalni i kierownictwo placówki | The steering group |
| Postanawia | Allocation, sourcing, inventory policy | What the plant produces today | How the operation coordinates | Recommends only |
| Mianowany w momencie, gdy | The flow has broken | Awaria ma miejsce wewnątrz zakładu | The failure crosses sites | The exposure needs mapping |
| Czas zacząć | W ciągu 72 godzin od otrzymania briefu | W ciągu 72 godzin od otrzymania briefu | W ciągu 72 godzin od otrzymania briefu | To zależy od zakresu i sposobu współpracy |
Tymczasowy dyrektor ds. łańcucha dostaw
Interim Plant Manager
Interim COO
Consultancy
Rodzaje awarii
Dlaczego te spotkania kończą się niepowodzeniem
The analysis arrives and the decisions do not.
A consultancy maps the exposure precisely, identifies that a critical input runs through a constrained corridor, and models the scenarios. Nobody is authorised to reallocate, renegotiate or commit. The problem is defined and the response never runs.
The mandate is given to someone who already has a job.
Supply chain crises are handed to an operations director or a plant leader alongside their existing responsibilities. Attention divides at exactly the moment decision quality matters most, and both jobs are done at half strength.
The specialism does not match the failure.
Supply chain is not one discipline. An executive who has led a global planning overhaul is not automatically right for a warehouse and transport crisis, and a procurement specialist is not automatically right for an S&OP collapse. Matching the profile to the specific failure is central to this appointment.
Zakres uprawnień
What an Interim Supply Chain Director mandate should include
Określona struktura podległości służbowej, uzgodniona przed rozpoczęciem pracy.
Whether the executive reports to the COO, the Managing Director or the group determines what can be committed without referral. In a disruption, referral upward is the cost that matters.
Allocation authority.
The right to decide which customer, which order and which line gets constrained material. This decision is made every day in a shortage, and it should be made by one accountable person rather than by whoever escalates loudest.
Standing with suppliers.
The executive is the counterparty in supplier negotiation rather than a brief for someone else. Where terms, allocation or recovery plans are being renegotiated, standing has to be real and visible to the other side.
Authority over planning discipline.
Ownership of the S&OP process, the forecast, and the rule that production schedules are not adjusted outside it. Restoring planning discipline is a governance decision before it is a process one.
Inventory policy.
Authority to change stock targets, service levels and safety stock, which means authority over a working capital position the finance function also owns. This overlap is agreed in advance rather than discovered.
Authority over the function.
The ability to realign roles across planning, procurement and logistics where the structure is preventing coordination.
Uwaga wydawnicza
Authority must match the decisions the mandate requires in its first thirty days, not its first year. In a live disruption, responsibility without decision rights produces a well-documented deterioration.
Odpowiedzialność ustawowa, zakres i ochrona ubezpieczeniowa
Odpowiedzialność wynikająca z przepisów prawa.
W przypadkach, w których wymaga tego zakres uprawnień, członek kierownictwa może otrzymać określone uprawnienia do składania podpisów, powierzone mu obowiązki ustawowe lub – o ile został formalnie mianowany i zezwala na to lokalna struktura organizacyjna – stanowisko ustawowe. Zakres tych uprawnień jest uzgadniany przed rozpoczęciem pracy, a nie przyjmowany z góry.
Zakres prac ustala się przed rozpoczęciem realizacji zlecenia.
Klient, firma CE Interim oraz osoba na stanowisku kierowniczym określają na piśmie zakres obowiązków, granice kompetencji oraz limity podpisów.
Ubezpieczenie jest zawierane na podstawie zlecenia.
Kadrze kierowniczej przysługuje własne ubezpieczenie od odpowiedzialności zawodowej oraz ubezpieczenie członków zarządu i kadry kierowniczej. W przypadku niektórych zleceń klient zapewnia takie ubezpieczenie lub współfinansuje je. Firma CE Interim oraz każdy członek Valtus Alliance posiada również własne ubezpieczenie.
Łuk mandatu
How an Interim Supply Chain Director mandate unfolds
To powszechny schemat, a nie sztywna metodologia.
01
Days 0 to 14
Map the exposure and stop the bleeding
Establish what is genuinely at risk: which suppliers, which routes, which customer commitments, and what the financial exposure actually is. Take the allocation decisions that cannot wait. Open the supplier conversations that will take longest.
02
Days 15 to 90
Restore the decision structure
Reinstate a working planning rhythm with clear ownership: one forecast, one plan, and no schedule changes outside the process. Establish supplier recovery plans and second sources where the exposure justifies them. Give the business one view of availability it can commit to customers on.
03
Od 91. dnia
Rebuild what caused it
Address the structural causes rather than the symptoms: category ownership, inventory policy, network design, and the coordination between sourcing, planning and delivery. Move ownership of the cadence to the permanent team.
HARMONOGRAM ODZYSKIWANIA · OD 9 DO 12 MIESIĘCY
Decision cadence and allocation authority are established inside thirty days, and the direction is locked from day ninety. In CE Interim’s experience, three months is the minimum period in which meaningful change can usually be demonstrated, because rebuilding supplier relationships and planning discipline takes considerably longer than stabilising them.
ZASTĘPSTWO · OD 6 DO 9 MIESIĘCY
Where the mandate bridges an empty seat in a function that is otherwise sound, the mandate runs to the permanent appointment.
Porozmawiaj z partnerem na temat zakresu zadań, zanim sytuacja sama go dla ciebie określi.
Wyniki i przekazanie
What effective interim supply chain leadership should achieve
Availability
The business can tell its customers what it will deliver, and be right.
One plan
Sales, operations and procurement work from the same numbers and the same assumptions.
Supplier control
Relationships are managed rather than reacted to, with recovery plans and second sources where exposure warrants.
Kapitał obrotowy
Inventory is held where it protects service rather than where it accumulated.
Decision clarity
Allocation, expediting and escalation follow a rule rather than a conversation.
Przekazanie
The planning rhythm, the supplier relationships and the decision structure sit with named people inside the business. Continuity without dependency is the objective, and a mandate that leaves the function reliant on the interim has not succeeded.
Kogo wysyłamy
The Interim Supply Chain Directors we appoint
Has managed a system-wide disruption, not a difficult quarter.
Internal leaders may not have handled a failure at this scale before, which is one reason the appointment is made. Executives who have done it before recognise the shape of it early and know which numbers to stop trusting.
Has renegotiated with suppliers from a weak position.
Allocation conversations when you are not the priority customer are a specific discipline. Prior experience of those conversations changes how the executive opens them and what they can secure.
Has rebuilt S&OP where it had collapsed.
Not run a functioning planning process, but restored one where the forecast had lost credibility and the organisation had already started working around it.
Has taken the allocation decisions.
In a shortage somebody decides daily which customer, which order and which line gets constrained material. Executives who have carried that decision, rather than escalated it, hold the function together while it is being fixed.
Matches the specific failure, not the job title.
A global planning overhaul, a procurement reorganisation and a logistics crisis call for three different executives. CE Interim matches the profile to the failure, and the network is what makes that possible rather than aspirational.
CE Interim works through more than 90 operating partners across the Valtus Alliance, in over 30 countries. That reach is what makes it possible to match the specific failure, the sector and the supplier geography within 72 hours.
Model mianowania
Od poufnej rozmowy informacyjnej do spotkania
01
Podsumowanie sytuacji
A Partner conversation under NDA. What has broken in the flow, what the exposure is, and what authority can be delegated.
02
Określenie zakresu zlecenia i ocena pod kątem konkretnych wyzwań
CE Interim defines the situation, the scope, the reporting line and the decision rights, then interviews each executive for this specific failure rather than against a generic supply chain profile.
03
Prezentacja, mianowanie i zarządzanie
Otrzymujesz listę niewielkiej liczby kandydatów na stanowiska kierownicze, którzy faktycznie odpowiadają Twoim wymaganiom, a nie zwykłą listę CV. Decyzja o zatrudnieniu należy do Ciebie, a partner CE Interim pozostaje zaangażowany w proces aż do momentu zakończenia zadania.
Napięcia transgraniczne
Why cross-border supply chain mandates are harder to govern
Czego potrzebuje centrala
- One view of what can actually be delivered, not what was planned
- Early warning on supplier and route exposure
- Decisions taken quickly enough to still matter
What the sites and suppliers need
- Someone credible enough to be told the real lead time
- Allocation decisions made by one person, not by whoever escalates loudest
- A negotiator the supplier takes seriously in their own language
A cross-border supply chain can fail across several countries at once. The suppliers are in one place, the plants in another, the customers in a third, and the decision that resolves the shortage has to be acceptable to all of them at once. In CE Interim’s mandate record the executives who succeed here are those who can conduct the supplier conversation in the supplier’s language and the group conversation in the group’s.
Obszary, w których najczęściej pracujemy
Moduły sytuacyjne
Typical Interim Supply Chain Director mandates
Kryzys i restrukturyzacja
Disruption has hit a route, a region or a critical supplier, and exposure is still being mapped while costs rise. The mandate is to take the allocation decisions and run the response.
Turnaround Operacyjny
Shortages are routine, expediting has become permanent, and planning discipline has gone. The mandate is to restore one plan and one decision structure across sourcing, planning and delivery.
Integracja po fuzji i wydzielenie działalności
Two supplier bases, two planning systems and a synergy case nobody is leading. The mandate is to consolidate without interrupting what the business currently ships.
Pilne ogłoszenie o naborze na stanowisko kierownicze
The seat is empty while disruption continues. The mandate is to hold supplier relationships and customer commitments through the gap and hand over cleanly.
Środowiska sektorowe
Where CE Interim appoints Interim Supply Chain Directors
Sektory pierwotne
Podano również
Struktury własnościowe
Znajomość branży ma znaczenie. Decydującym kryterium wyboru jest porównywalny zakres odpowiedzialności kierowniczej w porównywalnej sytuacji oraz w porównywalnym środowisku własnościowym.
Dowody rzeczowe
Zakres stosowania niniejszego upoważnienia
Swiss-owned industrial group · Engineer-to-order manufacturing · Mid-sized production and commercial operation
Material flow recovered after an ERP go-live collided with a demand surge, Czechia
Sytuacja
A business serving international industrial customers in a project manufacturing environment, where material availability and supplier execution feed directly into delivery performance, went live with a new ERP system at the same time as customer orders rose sharply.
Zakres uprawnień
An Interim Supply Chain Director to restore control over material flow, stabilise the supply chain organisation, and support a controlled recovery of a significant order backlog. Six months.
Wynik
The supply chain moved from reactive shortage management to a controlled operating cadence. Material availability, planning priorities and supplier execution were brought into one view, allowing the business to recover from the ERP disruption while continuing to serve elevated customer demand.
International manufacturing group · Intervention in Poland · Relocation from several European sites
Supply chain held together through a multi-site relocation into Poland
Sytuacja
Manufacturing was being relocated from several European locations into a single Polish facility against tight project deadlines.
Zakres uprawnień
Interim supply chain leadership to keep planning, procurement, logistics and warehousing aligned and executing throughout, because in a relocation the delivery risk sits in coordination between the sending and receiving operations rather than inside either. Six to twelve months.
Wynik
The relocation was supported by one coordinated supply-chain cadence across the sending and receiving operations. Planning, procurement, logistics and warehousing remained aligned as production moved, reducing the risk that the physical transfer would translate into material shortages or customer disruption at the new Polish site.
Koszt i czas trwania
What an Interim Supply Chain Director mandate costs and how long it runs
Wynagrodzenie za realizację zlecenia ustalane jest jako stawka dzienna w oparciu o zakres obowiązków, uprawnienia i czas trwania zlecenia. Nie pobieramy procentu od wynagrodzenia, nie pobieramy opłaty za pośrednictwo ani nie wymagamy żadnej inwestycji z góry. Płacisz za dni przepracowane w ramach uzgodnionego zlecenia, a stawka jest potwierdzana przed rozpoczęciem pracy przez kadrę kierowniczą.
Orientacyjna stawka dzienna
1 000 – 3 000 euro
W większym stopniu w przypadkach, gdy mandat wiąże się z funkcją ustawową lub ma charakter transgraniczny.
Czas trwania i etapy realizacji
Zadanie związane z odbudową
Od dziewięciu do dwunastu miesięcy
Zastępstwo w przypadku nieobecności
Od sześciu do dwunastu miesięcy
Decision cadence established
Inside thirty days, allocation decisions from week one
Kierownik na miejscu
W ciągu 72 godzin od złożenia briefu
Co wpływa na tę liczbę.
The number of sites and countries served. Whether procurement and logistics both sit inside the mandate. The severity of the disruption and how much runway the customer commitments allow. The language required for supplier negotiation, and the supplier geography itself. Every mandate is delivered on site.
W odniesieniu do czego należy to mierzyć.
Nie chodzi o koszt samego nakazu, ale o koszt sytuacji, w której nadal brakuje odpowiedzialnego organu wykonawczego, a decyzje są odkładane na później.
Ile faktycznie zapłacisz.
Podczas pierwszej poufnej rozmowy partner przedstawi Ci kwotę. Bez opłat i bez zobowiązań.
Pytania
Questions operations leaders ask
Is this the same as an Interim Procurement Director or Logistics Director?
Sometimes. Procurement Director and Logistics Director usually describe narrower functional mandates. CE Interim treats them as part of one supply-chain mandate where the failure runs across planning, procurement, logistics and inventory rather than inside a single function.
Interim Supply Chain Director or Interim Plant Manager?
Plant Manager where the problem is inside one site. Supply Chain Director where the plant is being failed by what arrives at it, or where several sites depend on the same constrained flow.
Interim Supply Chain Director or a consultancy?
A consultancy can map exposure and model scenarios precisely. What it cannot do is own the outcome, make allocation decisions under pressure or negotiate with suppliers in real time. In a live disruption that gap is where the damage happens.
Jak szybko można zacząć?
A vetted, mandate-matched executive is ready to start within 72 hours of the completed mandate brief. In CE Interim’s experience, a permanent search for the same seat can take three to six months.
Can we not give this to our operations director alongside their role?
It happens, and it carries real risk. A supply chain crisis demands sourcing, logistics, inventory, customer commitments and financial exposure to be held simultaneously. Dividing attention at that moment is what turns a disruption into a loss.
Jakie uprawnienia otrzymuje pełniący obowiązki?
Typically allocation authority, standing with suppliers, ownership of the planning process and authority over inventory policy. Agreed in writing before the executive starts, because in a disruption the cost of referring upward is the cost that matters.
How do you match the executive to our specific problem?
Supply chain is not one discipline. A planning overhaul, a procurement reorganisation and a logistics crisis call for different people. Each executive is interviewed for this failure rather than screened against a supply chain job title.
Kto zatrudnia wykonawcę i jakie obowiązki spoczywają na zleceniodawcy?
CE organizuje zlecenia dotyczące kadry tymczasowej na zasadzie „business-to-business”, a tymczasowy menedżer nie zostaje zatrudniony przez klienta na stałe. Stroną umowy jest podmiot lokalny lub regionalne centrum, w zależności od kraju, w którym realizowane jest zlecenie, wybrany spośród ponad trzydziestu podmiotów w ramach sojuszu Valtus Alliance. Status zatrudnienia, obowiązki podatkowe, związane z ubezpieczeniem społecznym oraz inne powiązane zobowiązania zależą od jurysdykcji, struktury umowy oraz okoliczności zlecenia, dlatego też warunki współpracy są dostosowane do kraju, w którym wykonywana jest praca.
Kto ponosi ryzyko w sytuacji, gdy osoba wykonawcza zajmuje formalne stanowisko?
Ubezpieczenie jest organizowane w ramach poszczególnych zleceń. Osoba zajmująca stanowisko kierownicze posiada własne ubezpieczenie od odpowiedzialności cywilnej członków zarządu i kadry kierowniczej oraz od odpowiedzialności zawodowej, a w przypadku niektórych zleceń klient zapewnia takie ubezpieczenie lub współfinansuje je. CE Interim oraz każdy członek Valtus Alliance również posiada własne ubezpieczenie. Zakres odpowiedzialności, ograniczenia oraz limity podpisów są uzgadniane na piśmie przez klienta, CE Interim oraz osobę na stanowisku kierowniczym przed rozpoczęciem przez nią pracy.
Co dzieje się w ciągu pierwszych dwóch tygodni?
Establishing what is genuinely at risk rather than what is being reported: which suppliers, which routes, which customer commitments and what the financial exposure actually is. Taking the allocation decisions that cannot wait, and opening the
supplier conversations that will take longest to conclude.
Can the mandate cover procurement savings as well as recovery?
Where the situation allows it, yes. Fragmented spend and absent category management can be part of what left the business exposed in the first place. In a live disruption, recovery comes first and the savings work follows.
Does the interim need to speak the supplier’s language?
It can materially affect the quality of the negotiation. Allocation in a shortage is partly a relationship decision, and direct communication in the supplier’s language can help where possible.
Co się dzieje na końcu?
A deliberate handover. The planning rhythm, the supplier relationships and the decision structure move to named people inside the business, briefed before the executive leaves.
In a disruption, the decisions you delay are made for you by whoever escalates loudest.
Porozmawiaj bezpośrednio z partnerem tymczasowym CE na temat sytuacji przywódczej, zakresu obowiązków oraz niezbędnych uprawnień. Rozmowa ma charakter poufny i nie zobowiązuje Cię do podjęcia współpracy.
Odpowiedź partnera w ciągu 24 godzin. Pilne sprawy dotyczące kadry kierowniczej są traktowane priorytetowo.
EN 
DE 
FR 
IT 
PL 
RO 
CS 
SK 
HU 
ES 
RU 
AR 
SL