NPI Commodity Manager

Key Responsibilities

• Own commodity strategy for NPI programs (mechanical, electrical, PCBA, custom assemblies) from concept through production ramp.
• Lead supplier selection and qualification, including technical capability assessment, capacity readiness, and risk evaluation.
• Drive supplier readiness for NPI, including tooling strategy, first article builds, pilot runs, and ramp planning.
• Act as the primary supply chain interface to Engineering during design phases to influence DFM, cost, lead time, and supply risk.
• Develop and manage cost models, should‑cost analysis, and sourcing recommendations for new products.
• Lead tooling decisions, transfers, and ROI analysis across new and transitioning products.
• Resolve escalated delivery, quality, and capacity issues in partnership with suppliers and contract manufacturers.
• Coordinate closely with Operations, Quality, Logistics, and Finance to support build schedules and launch milestones.
• Support transition from NPI to sustaining supply, including handoff to production sourcing teams.
• Manage suppliers across China, Taiwan, Malaysia, and broader APAC, with direct engagement at both working and management levels.

Required Qualifications

• Bachelor’s degree in Supply Chain, Engineering, Operations, or related field.
• 7+ years of experience in NPI sourcing, commodity management, or supply chain leadership within a hardware manufacturing environment.
• Proven experience owning commodities during NPI, not just executing POs.
• Strong background working with contract manufacturers and strategic suppliers in China and Taiwan.
• Demonstrated ability to engage with Engineering on technical tradeoffs (cost, design, manufacturability, lead time).
• Fluency in English required; Mandarin Chinese required
• Taiwan Mandarin experience strongly preferred
• Taiwanese/Hokkien a plus

Key Skills & Competencies

• NPI commodity ownership and launch execution
• Supplier qualification and readiness assessment
• Cost modeling, should‑cost, and negotiation
• Tooling strategy and capital analysis
• Cross‑functional leadership and influence
• Comfortable operating in fast‑paced, ambiguous NPI environments

What This Role Is Not

• This role is not focused on day‑to‑day PO placement or transactional buying.
• Success is measured by launch readiness, supplier performance, cost structure, and scalability, not purchase order throughput.