亚马逊Materials Manager, NPI Product Operations
任职要求
基本任职资格
3+ years of program or project management experience
3+ years of working cross functionally with tech and non-tech teams experience
3+ years of defining and implementing process improvement initiatives using data and metrics experience
2+ years of supply chain experience
Bachelor's degree
Knowledge of Excel at an intermediate level (e.g., pivot tables & charts, multiple criteria lookups, nested logical/IF formulas, data cleansing, array formulas, etc.)
Experience defining program requirements and using data and metrics to determine improvements
Experience with material control (MC), procurement/buying, or supply chain function within CM (Contract Manufacturer)
优先任职资格
3+ years of driving end to end delivery, and communicating results to senior leadership experience
3+ years of driving process improvements experience
Experience in stakeholder management, dealing with multiple stakeholders at varied levels of the organization
Experience building processes, project management, and schedules
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The NPI Materials Manager is responsible for all activities related to material fulfillment for NPI builds, from forecasts to delivery to E&O (Excess & Obsolescence), including day-to-day communication and management of the OEM partner globally. This person has a business orientation and is responsible for working within the local and remote Operations team driving order fulfillment. This role is the single threaded owner of the NPI Clear to Build (CTB). In this role, you will: - Act as the primary liaison between OEM and team in Sunnyvale monitoring, managing and driving the OEM to assure NPI materials goals / schedule is being met - Communicate forecast and verify fulfillment from a materials perspective - Drive solutions to reduce and eliminate any shortages preventing meeting order schedule, including assisting in sourcing materials as required - Schedule and host meetings with suppliers in US and/or globally as required reducing and eliminating shortages - Review and verify any E&O (Excess & Obsolescence) generated from NPI builds and drive solutions to minimize E&O amount. - Be responsible for report generation and distribution - Represent the materials organization in internal Lab126 program meetings - Some travel may be required, especially around xVT builds
• SPECIFIC RESPONSIBILITIES INCLUDE, BUT NOT LIMITED TO: • CLEAR TO BUILD • - Handle the CTB process, ensure the process is working smoothly and we have clear visibility on materials over a 26-week horizon. Partner with the CM’s and the GSSMs (Global Supply and Sourcing Management) on all identified material issues (including sub-tier supply chain) until issues are closed/resolved. • ALLOCATIONS • - Play a meaningful role in the allocation of components that are in tight supply. • - Provide an aggregated view of supply versus demand as the baseline for program and site-allocation decisions. • - Collaborate with the SDMs (Supply Demand Management), OPMs (Operation Program Management) and GSSMs to make sure we allocate parts to contribute the best value. Communicate the allocation strategy with the significant parties. • EXECUTIVE MANAGEMENT REPORTING • - Build and maintain reports and summaries on a regular basis to support the business growth. Ensure reports are concise and on time to drive business decision making. • NEW PRODUCT MATERIALS READINESS • - During New Product Introduction (NPI) phase, lead material readiness to ensure that we understand the supply base and related challenges - Identify critical engineering release breakthroughs; assess necessity for risk ramp and associated liabilities, to ensure material supply for product ramp is protected. • - Identify issues early in the NPI phase and monitor/drive these to resolution prior to ramp. • - Identify supply chain on modules and components to ensure that we understand any challenges associated with the new product. • EXCESS & OBSOLETE • - Lead phase-out of obsolete parts and the transition to new production materials. • - Identify and mitigate E&O in advance to ensure we make the correct company decisions regarding build plan changes, cut-in vs. roll-in requirements, post ramp qualification opportunities, etc. • - Highlight parts with liability and propose solutions to management. • - Upon Engineering Change Notice (ECN) or End of Production (EOP) events, track & audit E&O claims, report to Finance for financial reserves, and ensure timely resolution and closure of such claims/reserves. • LOGISTICS • - Ensure the smooth flow of materials necessary to meet the production schedules, inventory control requirements, and on-going production support.
• SPECIFIC RESPONSIBILITIES INCLUDE, BUT NOT LIMITED TO: • 1, CLEAR TO BUILD - Handle the CTB process, ensure the process is working smoothly and we have clear visibility on materials over a 26-week horizon. Partner with the CM’s and the GSSMs (Global Supply and Sourcing Management) on all identified material issues (including sub-tier supply chain) until issues are closed/resolved. • 2, ALLOCATIONS - Play a meaningful role in the allocation of components that are in tight supply. • - Provide an aggregated view of supply versus demand as the baseline for program and site-allocation decisions. • - Collaborate with the SDMs (Supply Demand Management), OPMs (Operation Program Management) and GSSMs to make sure we allocate parts to contribute the best value. Communicate the allocation strategy with the significant parties. • 3, EXECUTIVE MANAGEMENT REPORTING - Build and maintain reports and summaries on a regular basis to support the business growth. Ensure reports are concise and on time to drive business decision making. • 4, NEW PRODUCT MATERIALS READINESS - During New Product Introduction (NPI) phase, lead material readiness to ensure that we understand the supply base and related challenges - Identify critical engineering release breakthroughs; assess necessity for risk ramp and associated liabilities, to ensure material supply for product ramp is protected. • - Identify issues early in the NPI phase and monitor/drive these to resolution prior to ramp. • - Identify supply chain on modules and components to ensure that we understand any challenges associated with the new product. • 5, EXCESS & OBSOLETE - Lead phase-out of obsolete parts and the transition to new production materials. • - Identify and mitigate E&O in advance to ensure we make the correct company decisions regarding build plan changes, cut-in vs. roll-in requirements, post ramp qualification opportunities, etc. • - Highlight parts with liability and propose solutions to management. • - Upon Engineering Change Notice (ECN) or End of Production (EOP) events, track & audit E&O claims, report to Finance for financial reserves, and ensure timely resolution and closure of such claims/reserves. • 6, LOGISTICS - Ensure the smooth flow of materials necessary to meet the production schedules, inventory control requirements, and on-going production support.
As a Materials Program Manager, you will play a crucial role in handling materials that have critical impact on the organization. Responsibilities will encompass materials planning (Clear to build), Allocation, Executive reporting, Excess & Obsolete (E&O) analysis and projections, New Product Material readiness, logistics readiness from Suppliers to Contract Manufacturer’s. Develop the strategic direction, goals, objectives and key measurement systems to ensure the business goals are met. SPECIFIC RESPONSIBILITIES INCLUDE, BUT NOT LIMITED TO: 1, CLEAR TO BUILD - Handle the CTB process, ensure the process is working smoothly and we have clear visibility on materials over a 26-week horizon. Partner with the CM’s and the GSSMs (Global Supply and Sourcing Management) on all identified material issues (including sub-tier supply chain) until issues are closed/resolved. 2, ALLOCATIONS - Play a meaningful role in the allocation of components that are in tight supply. - Provide an aggregated view of supply versus demand as the baseline for program and site-allocation decisions. - Collaborate with the SDMs (Supply Demand Management), OPMs (Operation Program Management) and GSSMs to make sure we allocate parts to contribute the best value. Communicate the allocation strategy with the significant parties. 3, EXECUTIVE MANAGEMENT REPORTING - Build and maintain reports and summaries on a regular basis to support the business growth. Ensure reports are concise and on time to drive business decision making. 4, NEW PRODUCT MATERIALS READINESS - During New Product Introduction (NPI) phase, lead material readiness to ensure that we understand the supply base and related challenges - Identify critical engineering release breakthroughs; assess necessity for risk ramp and associated liabilities, to ensure material supply for product ramp is protected. - Identify issues early in the NPI phase and monitor/drive these to resolution prior to ramp. - Identify supply chain on modules and components to ensure that we understand any challenges associated with the new product. 5, EXCESS & OBSOLETE - Lead phase-out of obsolete parts and the transition to new production materials. - Identify and mitigate E&O in advance to ensure we make the correct company decisions regarding build plan changes, cut-in vs. roll-in requirements, post ramp qualification opportunities, etc. - Highlight parts with liability and propose solutions to management. - Upon Engineering Change Notice (ECN) or End of Production (EOP) events, track & audit E&O claims, report to Finance for financial reserves, and ensure timely resolution and closure of such claims/reserves. 6, LOGISTICS - Ensure the smooth flow of materials necessary to meet the production schedules, inventory control requirements, and on-going production support.
