Role Purpose

The Head – Talent Supply Chain is accountable for designing, governing, and operationalizing an end‑to‑end talent supply ecosystem that ensures right talent, at the right time, at the right cost, while maximizing internal fulfillment, workforce agility, and business responsiveness. The role drives a strategic, AI‑enabled, and demand‑aligned talent supply chain covering internal mobility, rotations, reskilling, external hiring, gig/partner ecosystems, and workforce efficiency.

Key Responsibilities

1. Talent Supply Chain Strategy & Governance

• Define and own the enterprise Talent Supply Chain strategy, aligned to business growth, sector demand forecasts, and operating margin targets.
• Establish governance frameworks for demand validation, fulfillment channels, skill supply, rotations, reskilling, and redeployments.
• Drive Internal‑First fulfillment philosophy, balancing internal mobility, bench optimization, and external hiring.

2. Demand Fulfillment & Supply Optimization

• Own end‑to‑end demand‑to‑fulfillment lifecycle, including demand forecasting, prioritization, and execution.
• Ensure high internal fulfillment %, reduced fulfillment cycle time, and minimized revenue leakage.
• Leverage AI‑driven matching engines, Internal Job Portals, and Integrated Fulfillment Platforms to enable transparent and democratized talent movement.
• Proactively manage demand‑supply imbalances through rotations, redeployments, and targeted skill interventions.

3. Skill Supply, Reskilling & Capability Building

• Partner with Skill, Learning, and Delivery leaders to drive Skill‑to‑Fulfill programs for priority technologies.
• Sponsor reskilling, upskilling, and cadre programs for emerging and niche skills.
• Enable career mobility and employability at scale through structured rotations and role‑based learning paths.

4. External Talent Ecosystem & Partners

• Build and manage global partner and gig workforce ecosystems for spike demands and niche skills.
• Ensure hiring market intelligence informs demand planning and supply decisions.
• Optimize cost, quality, and speed across external fulfillment channels.

5. Workforce Efficiency & Bench Management

• Drive bench optimization, utilization, visa readiness, and workforce productivity.
• Define KPIs for workforce efficiency, ramp‑down management, and supply aging.
• Partner with Finance and Business leaders to balance growth with cost and margin imperatives.
• Ensure transparency through dashboards and MIS on demand, supply, and readiness.

6. Digital, Analytics & Transformation

• Champion digital transformation of TSC systems and processes, including AI/ML adoption.
• Use workforce analytics to drive predictive supply planning and proactive decision‑making.
• Continuous improvement of TSC operating model, tools, and automation.

Key Stakeholders

• Business & Delivery Leadership
• Workforce Management & HR
• Talent Acquisition, Learning & Skills COEs
• Finance & Strategy
• External Partners & Vendors

Key Success Metrics

• Internal Fulfillment %
• Fulfillment Cycle Time
• Skill Readiness & Skill‑to‑Fulfill Conversion
• Bench Utilization & Aging
• Cost per Hire & Hiring Effectiveness
• Workforce Productivity & Margin Protection

Experience & Qualifications

• 18+ years of experience in workforce transformation, talent supply chain, fulfillment, or large‑scale people operations.
• Proven leadership in enterprise‑scale talent supply models in IT / Services environments.
• Strong exposure to AI‑enabled talent platforms, workforce analytics, and digital transformation.
• Ability to operate at CXO / Business Head level with strong commercial and execution orientation.

Leadership Attributes

• Enterprise mindset with strong execution rigor
• Data‑driven and systems‑thinking approach
• Influential leader across business, HR, and delivery
• Change leader with transformation experience

Role Purpose

The Head – Talent Supply Chain is accountable for designing, governing, and operationalizing an end‑to‑end talent supply ecosystem that ensures right talent, at the right time, at the right cost, while maximizing internal fulfillment, workforce agility, and business responsiveness. The role drives a strategic, AI‑enabled, and demand‑aligned talent supply chain covering internal mobility, rotations, reskilling, external hiring, gig/partner ecosystems, and workforce efficiency.

Key Responsibilities

1. Talent Supply Chain Strategy & Governance

• Define and own the enterprise Talent Supply Chain strategy, aligned to business growth, sector demand forecasts, and operating margin targets.
• Establish governance frameworks for demand validation, fulfillment channels, skill supply, rotations, reskilling, and redeployments.
• Drive Internal‑First fulfillment philosophy, balancing internal mobility, bench optimization, and external hiring.

2. Demand Fulfillment & Supply Optimization

• Own end‑to‑end demand‑to‑fulfillment lifecycle, including demand forecasting, prioritization, and execution.
• Ensure high internal fulfillment %, reduced fulfillment cycle time, and minimized revenue leakage.
• Leverage AI‑driven matching engines, Internal Job Portals, and Integrated Fulfillment Platforms to enable transparent and democratized talent movement.
• Proactively manage demand‑supply imbalances through rotations, redeployments, and targeted skill interventions.

3. Skill Supply, Reskilling & Capability Building

• Partner with Skill, Learning, and Delivery leaders to drive Skill‑to‑Fulfill programs for priority technologies.
• Sponsor reskilling, upskilling, and cadre programs for emerging and niche skills.
• Enable career mobility and employability at scale through structured rotations and role‑based learning paths.

4. External Talent Ecosystem & Partners

• Build and manage global partner and gig workforce ecosystems for spike demands and niche skills.
• Ensure hiring market intelligence informs demand planning and supply decisions.
• Optimize cost, quality, and speed across external fulfillment channels.

5. Workforce Efficiency & Bench Management

• Drive bench optimization, utilization, visa readiness, and workforce productivity.
• Define KPIs for workforce efficiency, ramp‑down management, and supply aging.
• Partner with Finance and Business leaders to balance growth with cost and margin imperatives.
• Ensure transparency through dashboards and MIS on demand, supply, and readiness.

6. Digital, Analytics & Transformation

• Champion digital transformation of TSC systems and processes, including AI/ML adoption.
• Use workforce analytics to drive predictive supply planning and proactive decision‑making.
• Continuous improvement of TSC operating model, tools, and automation.

Key Stakeholders

• Business & Delivery Leadership
• Workforce Management & HR
• Talent Acquisition, Learning & Skills COEs
• Finance & Strategy
• External Partners & Vendors

Key Success Metrics

• Internal Fulfillment %
• Fulfillment Cycle Time
• Skill Readiness & Skill‑to‑Fulfill Conversion
• Bench Utilization & Aging
• Cost per Hire & Hiring Effectiveness
• Workforce Productivity & Margin Protection

Experience & Qualifications

• 18+ years of experience in workforce transformation, talent supply chain, fulfillment, or large‑scale people operations.
• Proven leadership in enterprise‑scale talent supply models in IT / Services environments.
• Strong exposure to AI‑enabled talent platforms, workforce analytics, and digital transformation.
• Ability to operate at CXO / Business Head level with strong commercial and execution orientation.

Leadership Attributes

• Enterprise mindset with strong execution rigor
• Data‑driven and systems‑thinking approach
• Influential leader across business, HR, and delivery
• Change leader with transformation experience