layiq

/la·yiq/adjective

worthy; deserving; fitting; suitable.

A role, opportunity, or path that merits attention, time, and pursuit.

Director, Supply Chain at Anduril | LAYIQ

Stand Up the Arsenal-1 Supply Chain Function
Define the charter and scope of the Arsenal-1 supply chain function: what the site owns, what the broader Supply Chain team owns, and how the overlap between them is governed.
Build the integrated plan for standing up the function: phased by production milestone, with entry and exit criteria, named owners, and hard dates. Work backward from production start and each rate step to define required readiness in people, process, systems, supplier qualification, and inventory position.
Own the risk register, dependency map, and critical path, along with the governance around them: readiness and gate reviews, plus an executive cadence that gives leadership real status without generating theater.
Write the operating model: planning cadences, material call and shortage escalation, receiving and inspection flow, kitting and line-feed, cycle counting, change control, and decision rights for each.
Own the capital, tooling, and infrastructure requests supply chain depends on (storage footprint, material handling, receiving and inspection capacity), sequenced against facility construction.
Drive Material and Supplier Readiness
Drive supplier readiness with Sourcing, Product Sourcing Engineering, and Supplier Quality: qualification, capacity reservation, tooling, and dual-source coverage completed ahead of need dates, not in parallel with production.
Own the readiness sequence for manufacturing BOM release, including BOM risk assessment and alternate component strategy for constrained and long-lead parts.
Define and drive the metrics that matter: clear-to-build, material availability, schedule attainment, supplier on-time delivery, and inventory accuracy. Hold the team to root-causing misses rather than expediting around them.
Serve as the senior supply chain voice at the site. Own executive relationships across Sourcing, Manufacturing, Engineering, Finance, and Deployment Ops, and translate material shortages, capacity limits, and supplier risk into clear recommendations for leadership and stakeholders.
Turn the Startup into a Day-to-Day Operation
Convert the standup effort into a durable operating function — replace one-off heroics and manual workarounds with standard cadences, documented processes, and clear decision rights that run without you in the room.
Build and scale the team as headcount ramps: hire and develop planners, buyers, and material leaders; design the org structure the site grows into; and create a culture that retains strong operators.
Mature the systems backbone so the function runs on reliable data rather than spreadsheets — stand up and stabilize ERP/MRP and planning tooling as volume and product mix grow.
Institutionalize continuous improvement: establish the metrics, reviews, and root-cause discipline that let the function keep pace with each rate increase and every new product family, and shift the team from firefighting to steady-state execution.
How This Role Works with the Central Supply Chain Team
Anduril is building a central Supply Chain organization, led by the VP of Supply Chain, that sets the strategy, standards, and best practices every site runs on. This role is the primary Arsenal-1 counterpart to that team — the site liaison who translates enterprise supply chain strategy into execution on our floor and carries the site's realities back the other way.
Governance and standards: you adopt and localize the enterprise operating model — planning and S&OP standards, supplier and sourcing strategy, ERP/MRP configuration and data conventions, and KPI definitions — so Arsenal-1 stays consistent with the broader network.
Site autonomy: you own the day-to-day execution and site-level decisions — planning cadences, material calls and shortage priorities, inventory positioning, local buyer and supplier relationships, and hiring at the site.
Two-way flow: you carry Arsenal-1's needs and lessons learned back into enterprise strategy, and you hold a dotted-line relationship to the VP of Supply Chain for central guidance, standardization, and network-wide alignment — while reporting solid-line to Manufacturing Operations at the site.
Required Qualifications
10+ years in supply chain, materials management, planning, or manufacturing operations in a hardware or manufacturing environment, including 5+ years managing people and at least 2 years managing managers or leading a multi-team function.
You've built and scaled an organization, not just a team: hiring senior talent, developing managers, designing structure, and creating a culture that retains strong operators.
You've owned S&OP or an equivalent enterprise planning process end to end, with real accountability for material availability and schedule attainment.
You think in systems and have deep operational instincts. You understand how upstream decisions in engineering, product, and sourcing cascade into downstream materials, manufacturing, and fulfillment outcomes. You can decompose an ambiguous, high-stakes supply problem and drive it to resolution fast.
You're data-driven and systems-fluent across ERP/MRP platforms (e.g., NetSuite, SAP, Oracle) and advanced planning tools, and you can partner credibly with technical teams to improve tooling — while knowing when a spreadsheet is the right answer.
Strong executive presence, high ownership, low ego. You align senior stakeholders, communicate trade-offs crisply, hold your ground with data, and value results over credit.
Bachelor's degree in Supply Chain, Engineering, Business, or a related field, and the ability to obtain and maintain a U.S. Security Clearance.

Director, Supply Chain

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