Supply Chain Program Manager

The role, as Western Digital Technologies, Inc. describes it

As a Supply Chain Program Manager in the Supply Chain Center of Excellence, you will work alongside some of the most experienced and accomplished minds across Western Digital's Supply Chain functions, while engaging with the newest and most cutting-edge ideas in the field. Your role is to bring the two together, combining proven expertise with emerging thinking so that they work in harmony and deliver results. You will be awarded opportunities across the full spectrum of Supply Chain functions, engaging with established leaders in Logistics, Direct Procurement, Indirect Procurement, Planning, Risk and Resiliency, Operations and beyond. Rather than relying on authority, you will build consensus through influence and persuasion, grounded in both hard facts and qualitative insight. Success depends on strong dependency management, stakeholder alignment and clear communication across functions that may have other priorities. How we Operate These are the behaviors expected every day. They map to the WD Leadership Expectations and define the standard that this position role models for the wider team. - Own the outcome, not the tracker. The plan is an instrument. The measure is whether the ramp landed on time, at cost and at quality. - Champion clear decisions. Most Program delay is undecided, not unknown. Frame the choice, name the decider, get it made and record it. - Manage the seams. Functions are usually competent inside their own boundary. Programs fail between them, which is where the Program Manager works. - Escalate early with a recommendation. Raise it when there is still room to act, and bring the option you would choose. - Be direct and transparent about status. Green that turns red without warning destroys credibility permanently. Report what is, not what is hoped. - Influence without direct line authority. Nobody on the Program reports to you. Credibility, preparation and reliability are the only levers — build them deliberately. - Close the loop. A Program that ends without lessons captured has spent the organization’s learning and kept none of it Key Responsibilities Strong Program Management Skills - Integrated planning and governance. Own the master plan, milestones, dependencies, owners, RAID log and steering committee cadence across all workstreams, with an independent view of status. - Scope, schedule and budget control. Protect the baseline, manage change through a disciplined process, and keep the program on time and on budget. - Risk and decision management. Surface risks early, frame decisions with options and a recommendation, and record outcomes so they are not relitigated. - Run the Program cadence at the right rhythm for the phase - Maintain a single source of truth for Program status - Define and enforce entry and exit criteria at each gate Program Portfolio Leadership and Team Development - Own a portfolio of supply chain Programs, including major ramps and transitions of high complexity - Lead, coach and develop the Program Managers running them, building advanced proficiency across the Program management toolkit - Set the Program management standard for the function: plans, cadence, gates, reporting and post-Program review - Frame executive decisions, manage complex risk and drive cross-functional alignment without authority Stakeholder Alignment - Cross-functional alignment. Bring together Legal, Direct Materials, Indirect Procurement, Logistics, Sales, Finance and IT, each with different contract types, risk tolerances and priorities. - Balancing competing priorities. Reconcile Legal’s risk posture, Procurement’s efficiency goals and the business’s need for speed into decisions all parties can support. - Composure with difficult stakeholders. Remain calm, respectful and fact-based when challenged; depersonalize conflict and keep the focus on outcomes. - Earned trust and sponsorship. Involve skeptics early, give them a real voice in design, and use executive spon

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