Director, Supply ChainPosted today$252K

Anduril Industries is a defense technology company with a mission to transform U. S.

What you'll do

• 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 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.

What they're looking for

• 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.
• 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.