AVP, Supply Chain Business Planning, Optics

Your Team, Your Impact

Marvell's optics franchise is one of the fastest-moving and most capacity-constrained part of our portfolio. This leader makes sure a hyperscaler demand signal that swings materially in a planning horizon still lands as a supply plan we can commit revenue against. Why it matters: Optics demand is set by a handful of cloud and AI infrastructure customers placing multi-year bets. The upside is real; so is the whipsaw. This role is the hinge. What You Can Expect What You'll Own

• Demand-to-commit. Supply planning for the full optics portfolio — optical DSPs, coherent, linear drivers/TIAs, silicon photonics. You own the number that goes to E-Staff.
• Capacity corridors. Translate the 5-year URCF into foundry, OSAT, test,, substrate and optical components asks. Advanced-node wafer commits, advanced packaging slots, ABF substrate, sort/final-test capacity and component capacity.
• Allocation governance. When constrained supply has three good homes, you run the trade-off — and the decision is defensible to the BU GM, Finance, and Sales.
• NPI-to-volume handoff. Interlock with NPI Planning so ramps land on time with committed capacity behind them, not hope.
• Escalation command. Single point of accountability for optics supply escalations — customer-facing and up to the CSCO and COO.
• The team. Lead and grow a global planning organization across US, and Asia sites. Build a bench, not a dependency.

In Scope — and Out of Scope

In: Architecture of the optics supply plan. Cross-node and cross-customer allocation. Exec-level revenue commit. Long-range capacity strategy with our supply base. Out: PO execution, supplier pricing and contract negotiation, OSAT shop-floor scheduling, and site-level MRP transactions. Those sit with Procurement, Global Operations, and the site teams — by design. You are a peer to those leaders, not their escalation path.

…