HEAD OF SUPPLY CHAIN

Most supply chain roles optimise something that already exists. This one builds it.

Our chain runs across Asia, the US and Europe, with three more countries opening. Where inventory sits, which entity holds it, how product reaches six markets, what we make versus buy — those decisions are live and unmade, and they're yours.

The question at the centre of it

We run three models at once: BOM-driven manufacturing, print-on-demand, and long-lead international sourcing. They pull against each other — and they're all the same question. At which level of the bill of materials do we hold stock?

Print-on-demand is postponement: hold something generic, differentiate late, cover many variants from one stock position. Push that point deeper and you carry less variety risk but quote longer lead times. Pull it forward and you ship fast but carry obsolescence.

That trade-off has teeth here, because much of our range expires with handset lifecycles. A printed case for a superseded phone is near worthless. A blank is less exposed. Raw polymer isn't exposed at all.

It's a supply chain question rather than an inventory one, because the levers sit across sourcing, network design and fulfilment. You'd hold all three.

What you'd build

- The planning system — demand, materials, replenishment — and the data foundation it stands on
- Our international supplier base across China, Korea, Taiwan, Vietnam, India and Europe, with real second sources rather than single-country exposure
- Network design across entities and countries as Germany, Australia and the UK open
- An S&OP; process that gets commercial demand and manufacturing capacity into one conversation producing actual decisions
- Inventory strategy — decoupling point per product family, safety stock policy, obsolescence caught early rather than written off at year end
- The function and its team: EXIM, planning, inventory, stores

You need





- 10+ years in supply chain with real seniority in manufacturing, not distribution alone
- BOM-level planning depth — multi-level BOMs, MRP logic, component and raw material planning
- International sourcing across multiple countries, not one.

Different lead times, different risk profiles, different ways of doing business

- Multi-country stock and flows across jurisdictions with different customs and tax treatment
- A realistic view of what JIT can and can't do on a 40-day replenishment cycle
- Both halves of our business: component planning for manufacturing, and order-driven fulfilment
- Demonstrated design rather than inheritance — a network, system or function you built
- Numbers you can point to: inventory reduced, service improved, cost removed

On systems and AI: we want intelligent planning, and we'll be straight about what that means. Models need clean data and real history before they beat a straightforward method.

Expect foundations first, intelligence layered on as the data earns it. Anyone promising us AI forecasting in month one hasn't done this before.

Tell us: one supply chain you designed or materially restructured — and one inventory decision that went wrong, whether excess, obsolescence or a lost order, and what you changed afterwards.

About SB eCommerce

Mass customisation sounds like a software problem. It isn't. It's a tooling problem, a printing problem and a logistics problem happening at the same time — which is why we own all of it.

We design the products, cut the tooling, mould the parts, print them, pack them and ship them. We write the software that runs it too. Tooling for 150+ device models so far, plus fulfilment operations for B2B clients and large corporates.

300+ people globally. India, US & China. Germany, Australia and the UK next.

We're hiring people who build. Every role below involves walking into something unfinished, working out what's actually wrong, and constructing the system that fixes it. If you want a mature function with settled processes, these aren't those jobs.

📌 Head of Supply Chain Management (SCM) (Faridabad)
🏢 SB eCommerce Solutions
📍 Faridabad