SVP, Manufacturing & Industrial Engineering
jfo_jfm_manufacturing-industrial-engineering-manufacturing-industria · E2 — E2 — Senior Director (Executive) · Executive
Senior executive who directs manufacturing and industrial engineering strategy across all plants and product lines for the enterprise.
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Executive
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pay@2 · 2026-07
What this role is
Senior executive who directs manufacturing and industrial engineering strategy across all plants and product lines for the enterprise. At the Senior Director (Executive) (E2) level, the role owns multiple functions or a major area, multi-function strategy and risk, and drives major-area outcomes. Leads function leaders.
What this level does
- Leads multiple functions or divisions through VPs — e.g., industrial engineering together with production planning and supply chain — where decisions on network footprint, make-vs-buy, and capacity may impact company viability.
- Resolves cross-functional, abstract issues of high consequence, reconciling engineering optimization, supply chain economics, and demand realities into a single operating plan.
- Negotiates critical capacity, technology-investment, and supplier matters directly with top company leaders, defending trade-offs between cost, quality, and speed.
- Sets the multi-year process-technology roadmap (automation, agile manufacturing, control-and-data systems), directing where the organization invests to respond quickly to customer and market changes while controlling cost and quality.
- Holds VP-level leaders accountable for the productivity, yield, and inventory outcomes of the significant business unit under their charge.
- Knowledge applied
- Applies cross-functional strategy across manufacturing engineering, production planning, and supply chain; frames abstract, high-consequence trade-offs among cost, quality, speed, and capacity.
- Complexity & problem solving
- Resolves cross-functional problems whose outcomes may impact company viability — network footprint, make-vs-buy, major technology investment.
- Collaboration & interaction
- Negotiates critical capacity, investment, and supplier matters with top company leadership.
- Typical experience
- 15+ years with proven strategic leadership of multiple functions or a significant business unit through VPs.
Skills at this level
- Manufacturing Process Improvement
- — Studies and continuously improves how the organization makes things, redesigning production processes to raise throughput, quality, and yield while reducing cost.
- Supply Chain Optimization
- — Optimizes supply chain operations — flow, inventory, and sourcing — so material and capacity decisions support production commitments at the lowest sustainable cost.
- Human Factors Engineering
- — Designs production systems, workcells, and equipment around human capabilities and limitations to protect safety and sustain quality and productivity on the line.
- Process Data Analysis
- — Analyzes production and operations data to locate process bottlenecks and inefficiencies, converting measurement into prioritized engineering and investment decisions.
- Production Planning
- — Sets and governs the planning discipline that schedules and sequences manufacturing against demand and capacity, balancing service, inventory, and utilization.
- Agile Manufacturing
- — Builds the processes, tooling, and organization that let production respond quickly to customer needs and market changes while holding cost and quality.
- Demand Forecasting
- — Uses historical sales data to estimate customer demand and feeds that signal into purchasing and production planning across the operations network.
- Operations Capital Strategy
- — Directs multi-year investment in process technology, automation, and capacity, deciding which manufacturing problems justify capital and sequencing spend to enterprise priorities.
- Manufacturing Risk Governance
- — Owns enterprise-level manufacturing risk — supply continuity, plant qualification, safety, and regulatory exposure — and the controls that keep production commitments credible.
- Executive Stakeholder Negotiation
- — Negotiates critical capacity, supplier, and technology-investment matters with top company leadership, and represents manufacturing capability to major customers, suppliers, and the board.
- Engineering Organization Leadership
- — Leads the manufacturing-engineering function through Directors and VPs, shifting personal value from execution to shaping how the whole organization designs and builds.
- Corporate Operations Strategy
- — Integrates manufacturing-engineering and operations capability into enterprise strategy, footprint decisions, and M&A so operational scale supports corporate growth and margin.
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As of · 2026-07-30
Edition · canon-v2@2.1.0-complete
Source · canon-v2 cell + salary-benchmark (model)
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