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.
Zaupno od prvega stika. Preverjen vodstveni kadrovski kandidat, ki ustreza zahtevam naročila in je pripravljen začeti delati v 72 urah po prejemu popolnega opisa naročila.
Hierarhična podrejenost
GROUP COO · MANAGING DIRECTOR
INTERIM SUPPLY CHAIN DIRECTOR
PLANNING · PROCUREMENT · LOGISTICS · INVENTORY
1,500+
Število izvedenih naročil na leto v okviru zveze
90+
Poslovni partnerji po vsem svetu
30+
Zajete države
95%
Čezmejna pooblastila
72 ur
Od prejemu navodil do začetka misije
Opredelitev
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.
Sprožilci dogovora
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.
Ali je to pravi sedež?
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.
Pravilo za odločanje
When the failure lives between sourcing, planning and delivery rather than inside any one of them, this is the appropriate appointment.
Ko je prava ravno druga vloga
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.
CE Interim najprej opredeli mandat, šele nato pa priporoči vlogo.
Primerjava vlog
Katero delovno mesto potrebuje podjetje?
Pomaknite tabelo vstran →
| Začasni direktor oskrbovalne verige | Začasni vodja obrata | Začasni operativni direktor | Consultancy | |
|---|---|---|---|---|
| Področje uporabe | Planning, procurement, logistics, inventory | One site | Multiple sites and functions | The analysis |
| Glavni vmesnik | Suppliers, planners, customers | Plant leadership and shifts | Functional heads and site leadership | The steering group |
| Sprejme sklep | Allocation, sourcing, inventory policy | What the plant produces today | How the operation coordinates | Recommends only |
| Imenovan, ko | The flow has broken | The failure is inside the plant | The failure crosses sites | The exposure needs mapping |
| Čas za začetek | V 72 urah od prejema navodil | V 72 urah od prejema navodil | V 72 urah od prejema navodil | Depends on scope and engagement |
Začasni direktor oskrbovalne verige
Začasni vodja obrata
Začasni operativni direktor
Consultancy
Načini okvare
Zakaj ti imenovanja spodletijo
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.
Obseg pooblastil
What an Interim Supply Chain Director mandate should include
Določena hierarhična linija poročanja, dogovorjena pred začetkom.
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.
Opomba o avtorstvu
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.
Zakonita odgovornost, obseg in kritje
Zakonita odgovornost.
Where the mandate requires it, the executive may receive defined signature authority, delegated statutory duties or, where formally appointed and permitted by the local corporate structure, a statutory position. The scope is agreed before the start rather than assumed.
Obseg dela se dogovori, preden izvajalec začne z delom.
Naročnik, podjetje CE Interim in izvršni direktor pisno opredelijo naloge, pristojnosti in omejitve glede podpisovanja.
Zavarovanje se sklene za vsak mandat posebej.
Vodstveni delavci imajo sklenjeno lastno zavarovanje poklicne odgovornosti ter zavarovanje za člane upravnega odbora in vodstvene delavce. Pri nekaterih naročilih to zavarovanje zagotovi ali k njemu prispeva naročnik. Tudi podjetje CE Interim in vsak član Valtus Alliance ima sklenjeno lastno zavarovanje.
Mandatni lok
How an Interim Supply Chain Director mandate unfolds
Pogost vzorec, ne pa fiksna metodologija.
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. dne naprej
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.
RECOVERY MANDATE · 9 TO 12 MONTHS
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.
ZAMENJAVA ZAPOSLENEGA · 6 DO 9 MESECEV
Where the mandate bridges an empty seat in a function that is otherwise sound, the mandate runs to the permanent appointment.
Pogovorite se s partnerjem o mandatu, preden ga za vas določi situacija.
Rezultati in predaja
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.
Obratni kapital
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.
Predaja
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.
Koga pošiljamo
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 imenovanja
Od zaupnega sestanka do imenovanja
01
Poročilo o stanju
A Partner conversation under NDA. What has broken in the flow, what the exposure is, and what authority can be delegated.
02
Opredelitev mandata in ocena glede na posamezne izzive
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
Predstavitev, imenovanje in upravljanje
Prejmete majhno število resnično ustreznih vodstvenih kadrov, ne pa le seznama življenjepisov. Odločitev o imenovanju je vaša, partner za začasno vodenje pa ostane vključen v proces vse do izvedbe.
Čezmejna napetost
Why cross-border supply chain mandates are harder to govern
Kaj potrebuje sedež
- 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.
Področja, na katerih najpogosteje delamo
Moduli za obravnavo situacij
Typical Interim Supply Chain Director mandates
Kriza in prestrukturiranje
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.
Operativni preobrat
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.
Integracija po združitvi in izločitev poslovanja
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.
Ključna prosta delovna mesta na vodstvenih položajih
The seat is empty while disruption continues. The mandate is to hold supplier relationships and customer commitments through the gap and hand over cleanly.
Okolja po sektorjih
Where CE Interim appoints Interim Supply Chain Directors
Primarni sektorji
Prav tako se streže
Lastniška razmerja
Pomembno je razumevanje sektorja. Odločilno merilo za izbor je primerljiva vodstvena odgovornost v primerljivi situaciji ter v primerljivem lastniškem okolju.
Dokazi v zadevi
Kje velja ta mandat
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
Položaj
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.
Mandat
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.
Rezultati
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
Položaj
Manufacturing was being relocated from several European locations into a single Polish facility against tight project deadlines.
Mandat
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.
Rezultati
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.
Stroški in trajanje
What an Interim Supply Chain Director mandate costs and how long it runs
Cena naročila se določi kot dnevna tarifa, odvisna od obsega dela, pooblastil in trajanja. Ne gre za odstotek plače, provizijo za posredovanje niti za vnaprejšnjo naložbo. Plačate za delovne dni v okviru dogovorjenega naročila, tarifa pa se potrdi, preden vodstveni kadrovski član začne z delom.
Okvirna dnevna cena
1.000 – 3.000 evrov
Višja, kadar mandat vključuje zakonsko določeno funkcijo ali čezmejno zapletenost.
Trajanje in mejniki
Recovery mandate
Od devet do dvanajst mesecev
Nadomeščanje odsotnih zaposlenih
Od šest do dvanajst mesecev
Decision cadence established
Inside thirty days, allocation decisions from week one
Izvršni direktor na kraju samem
V 72 urah po predložitvi končnega poročila
Kaj vpliva na to številko.
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.
Glede na kaj naj bi se merilo.
Ne gre za stroške mandata, temveč za stroške, ki nastanejo, če se razmere nadaljujejo brez odgovorne izvršilne oblasti, medtem ko se odločitve odlagajo.
Koliko boste dejansko plačali.
Partner vam v prvem zaupnem pogovoru navede znesek. Brez stroškov, brez obveznosti.
Vprašanja
Questions operations leaders ask
Ali gre za isto funkcijo kot začasni direktor za javna naročila ali direktor za logistiko?
Včasih. Funkciji direktorja za nabavo in direktorja za logistiko običajno zajemata ožja področja delovanja. CE Interim ju obravnava kot del enega samega področja delovanja v okviru dobavne verige, kjer se težave pojavljajo na vseh področjih – načrtovanju, nabavi, logistiki in zalogah – in ne le znotraj ene same funkcije.
Začasni direktor dobavne verige ali začasni direktor tovarne?
Vodja tovarne, kadar je težava znotraj ene lokacije. Direktor dobavne verige, kadar tovarna ne more delovati zaradi težav z dobavo surovin ali kadar je več lokacij odvisnih od istega omejenega toka blaga.
Začasni direktor dobavne verige ali svetovalno podjetje?
Svetovalno podjetje lahko natančno opredeli izpostavljenost in oblikuje scenarije. Kar pa ne more storiti, je prevzeti odgovornost za izid, sprejemati odločitve o razporeditvi pod pritiskom ali se v realnem času pogajati z dobavitelji. V primeru dejanske motnje prav ta vrzel povzroči škodo.
Kako hitro se lahko nekdo loti dela?
Preverjeni vodstveni kadri, ki ustrezajo zahtevam naloga, so pripravljeni začeti delati v 72 urah po dokončanju opisa naloga. Po izkušnjah podjetja CE Interim lahko trajno iskanje kandidata za isto delovno mesto traja od treh do šestih mesecev.
Ali tega ne bi mogli dodeliti našemu operativnemu direktorju poleg njegovih obstoječih nalog?
To se zgodi in prinaša resno tveganje. Kriza v dobavni verigi zahteva, da se hkrati obvladujejo nabava, logistika, zaloge, obveznosti do strank in finančna izpostavljenost. Razdeljena pozornost v tem trenutku je tista, ki motnjo spremeni v izgubo.
Kakšna pooblastila ima začasni predstavnik?
Značilno gre za pooblastila za dodeljevanje sredstev, odnose z dobavitelji, odgovornost za načrtovalni proces in pooblastila v zvezi s politiko zalog. O tem se je treba pisno dogovoriti še pred začetkom dela izvršnega direktorja, saj so v primeru motenj prav stroški posredovanja zadeve na višjo raven tisti, ki resnično štejejo.
Kako izberete vodstvenega delavca, ki bo ustrezal našemu konkretnemu problemu?
Dobavna veriga ni ena sama disciplina. Prenova načrtovanja, reorganizacija nabave in logistična kriza zahtevajo različne strokovnjake. Vsakega vodstvenega delavca se pri tem ne ocenjuje glede na delovno mesto v dobavni verigi, temveč se z njim opravlja razgovor v zvezi s tem neuspehom.
Kdo sklene pogodbo z izvajalcem in kaj krije naročnik?
CE dodeljuje mandata za začasno zaposlitev na podlagi poslovnih odnosov med podjetji, pri čemer začasni izvršni direktor ne postane stalni zaposleni pri naročniku. Pogodbena stranka je lokalni subjekt ali regionalno središče, odvisno od države, v kateri poteka posredovanje, izbran izmed več kot tridesetih subjektov v okviru zavezništva Valtus Alliance. Zaposlitveni status, davčne obveznosti, obveznosti v zvezi s socialnim zavarovanjem in druge s tem povezane obveznosti so odvisne od pravne ureditve, pogodbene strukture in okoliščin mandata, zato je sodelovanje prilagojeno državi, v kateri se delo opravlja.
Kdo nosi tveganje, kadar izvršni direktor zaseda uradno funkcijo?
Zavarovanje se sklene za vsak posamezen mandat. Izvršni direktor ima sklenjeno lastno zavarovanje za odgovornost direktorjev in vodstvenih delavcev ter poklicno odgovornost, pri nekaterih mandatih pa ga zagotovi ali k njemu prispeva naročnik. Tudi podjetje CE Interim in vsak član Valtus Alliance imata sklenjeno lastno zavarovanje. Obseg odgovornosti, omejitve in podpisne pravice se pisno dogovorijo med naročnikom, družbo CE Interim in izvršnim direktorjem, preden ta začne opravljati svoje naloge.
Kaj se dogaja v prvih dveh tednih?
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.
Ali lahko mandat zajema tako prihranke pri javnih naročilih kot tudi izterjavo?
Če to dopušča situacija, da. Razdrobljena poraba in pomanjkljivo upravljanje kategorij sta lahko del razlogov, zaradi katerih je bilo podjetje sploh izpostavljeno tveganju. V primeru dejanske motnje je najpomembnejše hitro okrevanje, šele nato pa prihajajo ukrepi za varčevanje.
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.
Kaj se zgodi na koncu?
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.
Pogovorite se neposredno z začasnim partnerjem podjetja CE o razmerah na vodstvenem položaju, mandatu in potrebnih pooblastilih. Pogovor je zaupen in vas ne zavezuje k sklenitvi pogodbe.
Partner se odzove v 24 urah. Nujne situacije na vodstvenih položajih imajo prednost.
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