WD is building the infrastructure behind the AI-driven data economy. As AI scales, so does data. Every interaction, every model, every system generates data that must be stored, managed, and made accessible over time. That’s where we come in. We combine deep engineering expertise with global-scale manufacturing to deliver the storage systems that make AI possible, powering hyperscale data centers, cloud platforms, and enterprise infrastructure worldwide. This isn’t theoretical work. It’s real systems, at real scale, people solving some of the hardest challenges in technology today. We’re looking for people who want to build, solve, and operate at that level. Join us and let’s shape the future of data. As a Supply Chain Program Manager in the Supply Chain Center of Excellence, you will work alongside some of the most experienced and accomplished minds across Western Digital's Supply Chain functions, while engaging with the newest and most cutting-edge ideas in the field. Your role is to bring the two together, combining proven expertise with emerging thinking so that they work in harmony and deliver results.  You will be awarded opportunities across the full spectrum of Supply Chain functions, engaging with established leaders in Logistics, Direct Procurement, Indirect Procurement, Planning, Risk and Resiliency, Operations and beyond. Rather than relying on authority, you will build consensus through influence and persuasion, grounded in both hard facts and qualitative insight. Success depends on strong dependency management, stakeholder alignment and clear communication across functions that may have other priorities.  How we Operate  These are the behaviors expected every day. They map to the WD Leadership Expectations and define the standard that this position role models for the wider team.  • Own the outcome, not the tracker. The plan is an instrument. The measure is whether the ramp landed on time, at cost and at quality.  • Champion clear decisions. Most Program delay is undecided, not unknown. Frame the choice, name the decider, get it made and record it.  • Manage the seams. Functions are usually competent inside their own boundary. Programs fail between them, which is where the Program Manager works.  • Escalate early with a recommendation. Raise it when there is still room to act, and bring the option you would choose.  • Be direct and transparent about status. Green that turns red without warning destroys credibility permanently. Report what is, not what is hoped.  • Influence without direct line authority. Nobody on the Program reports to you. Credibility, preparation and reliability are the only levers — build them deliberately.  • Close the loop. A Program that ends without lessons captured has spent the organization’s learning and kept none of it  Key Responsibilities  Strong Program Management Skills  • Integrated planning and governance. Own the master plan, milestones, dependencies, owners, RAID log and steering committee cadence across all workstreams, with an independent view of status.  • Scope, schedule and budget control. Protect the baseline, manage change through a disciplined process, and keep the program on time and on budget.  • Risk and decision management. Surface risks early, frame decisions with options and a recommendation, and record outcomes so they are not relitigated.  • Run the Program cadence at the right rhythm for the phase  • Maintain a single source of truth for Program status  • Define and enforce entry and exit criteria at each gate  Program Portfolio Leadership and Team Development  • Own a portfolio of supply chain Programs, including major ramps and transitions of high complexity  • Lead, coach and develop the Program Managers running them, building advanced proficiency across the Program management toolkit  • Set the Program management standard for the function: plans, cadence, gates, reporting and post-Program review  • Frame executive decisions, manage complex risk and drive cross-functional alignment without authority  Stakeholder Alignment  • Cross-functional alignment. Bring together Legal, Direct Materials, Indirect Procurement, Logistics, Sales, Finance and IT, each with different contract types, risk tolerances and priorities.  • Balancing competing priorities. Reconcile Legal’s risk posture, Procurement’s efficiency goals and the business’s need for speed into decisions all parties can support.  • Composure with difficult stakeholders. Remain calm, respectful and fact-based when challenged; depersonalize conflict and keep the focus on outcomes.  • Earned trust and sponsorship. Involve skeptics early, give them a real voice in design, and use executive sponsors and escalation paths deliberately.  Cross-Functional Dependency Management  • Map dependencies across Sourcing, Engineering, Quality, Operations, Planning and suppliers  • Track dependency status and drive owners to their commitments  • Resolve cross-functional conflicts at the working level where possible  • Escalate blocked dependencies with the decision required clearly stated  Risk and Decision Management  • Maintain a live Program risk register with owners, mitigations and trigger points  • Run scenario analysis on the risks that could move the Program  • Frame decisions clearly: the choice, the options, the trade-offs, the recommendation, the decider  • Track decisions and their rationale so they are not relitigated  Delivery and Adoption Discipline  • Fit to standard. Champion out-of-the-box capability and challenge customization that adds cost and risk without clear value.  • Testing and cutover. Lead system integration and user acceptance testing, data migration validation and a well-rehearsed go-live.  • Adoption and value. Drive training, change champions an