Director, Supply Chain

About this role

Anduril Industries is a defense technology company with a mission to transform U.S. and allied military capabilities with advanced technology. By bringing the expertise, technology, and business model of the 21st century’s most innovative companies to the defense industry, Anduril is changing how military systems are designed, built and sold. Anduril’s family of systems is powered by Lattice OS, an AI-powered operating system that turns thousands of data streams into a realtime, 3D command and control center. As the world enters an era of strategic competition, Anduril is committed to bringing cutting-edge autonomy, AI, computer vision, sensor fusion, and networking technology to the military in months, not years.

About the Role

We are looking for a Director of Supply Chain to build and lead the supply chain function at Arsenal-1, our flagship factory in the Columbus, Ohio area. Starting from a blank sheet, you will make sure material, capacity, and supplier readiness are in place ahead of every rate increase and every new product family that lands on the floor. Reporting to the Senior Director of Manufacturing Operations, you will set the multi-year strategy for how the function evolves, spanning org design, process architecture, systems roadmap, and talent, while staying close enough to the work to personally unblock the hardest constraints and represent supply chain credibly to executive leadership. This is not a role where you delegate and observe. You will be in the details on the highest-stakes shortages and escalations while building an organization that can increasingly handle them without you. If you are energized by building a function that becomes a durable competitive advantage, and by developing the leaders who will run it, this is the role.

What You'll Do

Stand Up the Arsenal-1 Supply Chain Function

• 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 Material and Supplier Readiness

• 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.

• 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.

Turn the Startup into a Day-to-Day Operation

• 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.

• Build and scale the team as headcount ramps: hire and develop planners, buyers, and material leaders; design the org structure the site grows into; and create a culture that retains strong operators.

• Mature the systems backbone so the function runs on reliable data rather than spreadsheets — stand up and stabilize ERP/MRP and planning tooling as volume and product mix grow.

• Institutionalize continuous improvement: establish the metrics, reviews, and root-cause discipline that let the function keep pace with each rate increase and every new product family, and shift the team from firefighting to steady-state execution.

How This Role Works with the Central Supply Chain Team

Anduril is building a central Supply Chain organization, led by the VP of Supply Chain, that sets the strategy, standards, and best practices every site runs on. This role is the primary Arsenal-1 counterpart to that team — the site liaison who translates enterprise supply chain strategy into execution on our floor and carries the site's realities back the other way.

• Governance and standards: you adopt and localize the enterprise operating model — planning and S&OP standards, supplier and sourcing strategy, ERP/MRP configuration and data conventions, and KPI definitions — so Arsenal-1 stays consistent with the broader network.

• Site autonomy: you own the day-to-day execution and site-level decisions — planning cadences, material calls and shortage priorities, inventory positioning, local buyer and supplier relationships, and hiring at the site.

• Two-way flow: you carry Arsenal-1's needs and lessons learned back into enterprise strategy, and you hold a dotted-line relationship to the VP of Supply Chain for central guidance, standardization, and network-wide alignment — while reporting solid-line to Manufacturing Opera

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