Case Study: Securing a Dual-Threat Supply Chain Director for a 5G Tech Leader

Profile: A Global 5G Leader facing complex manufacturing shifts

The client, JMA Wireless, is a global leader in mobile wireless connectivity solutions, designing and manufacturing the 5G technology that powers networks worldwide.

• Who they are: A top-tier manufacturer of 5G and wireless antenna systems.

• The context: They operate in a complex global landscape with high electromechanical precision requirements.

• The challenge: They were navigating increasing tariff uncertainty and a strategic mandate to shift contract manufacturing out of China.

• The location: The role was based in their Upper New York operations, a geography with a limited local talent pool for executive supply chain roles.

The Challenge: Finding a "Hybrid" Leader in a niche market

JMA Wireless faced a critical talent gap. They needed a Director of Supply Chain, but the requirements were contradictory to how most candidates are built.

Most large organizations split supply chain leadership into two distinct buckets: Upstream (Procurement/Sourcing) and Downstream (Demand Planning/S&OP). 

JMA needed a single "dual-threat" leader who had mastered both.

• The "Unicorn" Requirement: The candidate needed deep expertise in Global Strategic Sourcing (navigating Asian vendors and tariffs) and Demand Planning (leading S&OP and forecasting).

• The Location Barrier: With no local talent available in Upstate New York possessing this specific dual skill set, the search required finding a high-caliber professional willing to relocate.

They needed a leader who could stabilize their global manufacturing footprint while simultaneously professionalizing their internal planning processes.

Designing a custom search strategy using the Partnership Blueprint

To find this rare "dual-threat" profile, a standard search would not work. We used The SCOPE Partnership Blueprint to design a custom strategy that focused heavily on market calibration and relocation.

Phase I: Defining the "Dual-Threat" profile before sourcing

We cannot find a hybrid leader if we use a generic job description. We slowed down to define exactly what this unique role entailed.

• We mapped the capability pillars: We moved beyond the job title and defined a capability map focused on two specific pillars: Value Engineering (for the sourcing side) and S&OP Leadership (for the planning side).

• We defined "Success" to sell the role: We worked with the hiring manager to outline exactly what success looked like in the first six months. This "success plan" became our primary tool for attracting high-performers who are motivated by impact rather than just a title.

• We calibrated the relocation package: We benchmarked compensation against major tech hubs. We advised JMA on the package required to successfully attract talent from expensive markets to Upper New York.

Phase II: Executing a targeted search for specific expertise

Because this talent did not exist locally, we had to execute a national search with high precision.

• We mapped the electromechanical sector: We didn't just look for "Supply Chain Directors." We mapped out leaders within the electromechanical and wireless sectors who were currently managing complex global supply chains similar to JMA's.

• We vetted for specific wins: During interviews, we used our custom scorecard to vet for specific evidence of Value Engineering wins and experience managing contract manufacturing through shifting tariff environments.

• We maintained momentum with rapid feedback: JMA Wireless prioritized the search, providing detailed feedback on candidate batches within 48 hours. This allowed us to refine our targeting in real-time.

Phase III: Closing the candidate through transparent management

• We managed the relocation early: We didn't wait until the offer stage to discuss the move. We managed the relocation expectations transparently from the first screen, ensuring there were no late-stage surprises regarding the move to New York.

• We focused on the mission: We closed the candidate by highlighting the strategic mandate to shift manufacturing out of China — a complex challenge that appealed to their desire for professional growth.

The Results: Securing a strategic leader in 8 weeks

By partnering with SCOPE and adhering to the Blueprint process, JMA Wireless secured a leader who fit their exact technical and cultural needs.

• We filled the role in 8 weeks: Despite the complexity of the "hybrid" profile and the relocation requirement, we moved from kickoff to accepted offer in just two months.

• The new hire brought strategic methodology: The placed Director immediately began mentoring the existing team, transitioning them from tactical purchasing to a high-level Strategic Sourcing Methodology.

• They secured the global footprint: The new leader successfully navigated the tariff landscape, protecting the company’s margins during a period of global trade volatility.

"For every role, there are 10 candidates with similar years of experience. We find the one who actually has the results, the methodology, and the leadership to move the needle."

— Friddy R., SCOPE Recruiting