Director of Global Sourcing

Role Purpose & Context

Role Summary

As our Director of Global Sourcing, you'll be setting the strategic direction for how we buy everything from raw materials to professional services across our international operations. This means you're not just managing a team; you're shaping our entire third-party spend ecosystem, making sure we're getting the best value, managing risks, and building robust supply chains that can handle whatever the world throws at them. You'll sit right at the intersection of our business units and the global market, translating our commercial needs into actionable sourcing strategies. When you do this well, we save millions, our products get to market faster, and our business units have reliable partners. Get it wrong, and we face supply disruptions, cost overruns, or even reputational damage. The challenge? You're dealing with complex global markets, constantly shifting geopolitics, and internal stakeholders who often have their own ideas about how things should be done. The reward, though, is seeing your strategies directly impact our bottom line and knowing you've built something resilient that truly supports the business.

Reporting Structure

• Reports to: Chief Procurement Officer (CPO)
• Direct reports: Roughly 10-20, including Category Managers and Lead Business Partners
• Matrix relationships: VP Procurement, Head of Global Categories, Procurement Director,

Key Stakeholders

Internal:

• CFO and Finance Leadership
• Business Unit VPs (e.g., Manufacturing, Product, Marketing)
• Legal Counsel
• Supply Chain & Operations Leadership
• Head of ESG/Sustainability

External:

• Strategic Suppliers (Tier 1)
• Industry Bodies and Consultants
• M&A Integration Teams
• Regulatory Bodies (where applicable)

Organisational Impact

Scope: This role is absolutely critical to our financial health and operational resilience. You'll directly influence hundreds of millions of pounds in spend, driving significant P&L impact through cost savings, value creation, and risk mitigation. Your decisions shape our ability to deliver products and services globally, ensuring we can scale, innovate, and respond to market changes without disruption. Frankly, you're a cornerstone of our competitive advantage.

Performance Metrics

Quantitative Metrics

1. Metric: Procurement ROI
2. Desc: The financial return generated by the Procurement function relative to its operating cost.
3. Target: >7x return on investment
4. Freq: Annually, reviewed quarterly
5. Example: If the Procurement team's operating cost is £2M, you'd be expected to deliver £14M+ in validated savings and value creation. This isn't just about cutting costs, but also about things like risk mitigation avoiding future costs.
6. Metric: Contribution to EBITDA
7. Desc: The direct, validated contribution to the company's Earnings Before Interest, Taxes, Depreciation, and Amortisation through sourcing activities.
8. Target: Directly contribute £10M+ to bottom-line profit
9. Freq: Quarterly, with annual reconciliation
10. Example: Negotiating a new logistics contract that saves £3M annually, or finding an alternative material supplier that reduces product costs by £7M, directly boosting our profit.
11. Metric: Supply Chain Risk Reduction
12. Desc: The reduction in reliance on high-risk or single-source suppliers across critical categories.
13. Target: Reduce high-risk/single-source suppliers by 15% year-on-year
14. Freq: Quarterly, based on risk assessments
15. Example: Identifying that 30% of our critical components come from a single region with geopolitical instability, and then diversifying that to 15% through new supplier relationships in other regions.
16. Metric: Spend Under Management (SUM)
17. Desc: The percentage of total external spend that is actively managed and influenced by the Procurement function.
18. Target: Increase SUM by 5-10% annually, aiming for >85% overall
19. Freq: Quarterly
20. Example: Bringing a new business unit's £20M indirect spend under procurement control, moving it from 'maverick' to 'managed' spend with proper contracts and suppliers.

Qualitative Metrics

1. Metric: Strategic Influence & Business Partnership
2. Desc: How effectively you and your team are seen as strategic partners by business unit leaders, influencing decisions early in the process.
3. Evidence: Business unit VPs proactively involve Procurement in strategic planning sessions (e.g., new product development, market entry). Your team's recommendations are consistently adopted. You're asked to present at executive leadership meetings, not just report numbers.
4. Metric: Team Development & Retention
5. Desc: The growth and stability of your direct reports and the broader Procurement team.
6. Evidence: High retention rates within your team (below 10% voluntary attrition). Measurable progression of team members into more senior roles. Positive feedback in 360-degree reviews regarding your leadership and coaching effectiveness. A clear succession plan for key roles.
7. Metric: Supplier Innovation & Value Creation
8. Desc: Beyond just cost savings, how well you're working with strategic suppliers to drive innovation, improve processes, or create new revenue opportunities.
9. Evidence: Documented examples of joint innovation projects with suppliers leading to new product features or process efficiencies. Suppliers actively bringing new ideas to us. Measurable improvements in supplier performance (e.g., lead times, quality) beyond contract minimums.
10. Metric: Compliance & Governance
11. Desc: Ensuring our global sourcing activities adhere to all internal policies, external regulations, and ethical standards.
12. Evidence: Zero critical audit findings related to procurement processes. No major breaches of supplier codes of conduct. All contracts are fully compliant with relevant data privacy (GDPR) and anti-bribery (FCPA, UK Bribery Act) legislation. Clear, transparent processes for supplier selection and contracting.

Primary Traits

• Trait: Influential & Persuasive
• Manifestation: You're the person who can walk into a room of sceptical business unit VPs and, armed with data and a clear narrative, get them to rethink a supplier decision they thought was final. You don't just present options; you build compelling, data-driven business cases that make it obvious why your strategy is the right one. You've got that knack for establishing credibility quickly, making people actually *want* to engage Procurement early, rather than seeing us as a blocker.
• Benefit: Honestly, your authority isn't just about your title; it's earned through your ability to convince. You'll need to persuade budget holders—who definitely don't report to you—that your global sourcing strategy will deliver more long-term value than whatever 'quick fix' they're considering. This means you need to be a master of negotiation, not just with suppliers, but internally too.
• Trait: Commercially Astute
• Manifestation: You can look at a supplier's annual report and immediately spot potential liquidity risks or areas where they're making too much margin. You instinctively know how a 2% increase in shipping costs from Asia will impact the gross margin of a product line we sell in Europe. During a negotiation, you're always thinking three steps ahead, anticipating the other side's Best Alternative To a Negotiated Agreement (BATNA) and knowing exactly what our walk-away point is.
• Benefit: This isn't just about haggling for a better price; it's about creating sustainable value and mitigating significant financial risks for the business. You need to connect every procurement decision to our P&L, balance sheet health, and overall company strategy. If you don't understand the numbers inside out, you simply won't be effective at this level.
• Trait: Structurally Resilient
• Manifestation: Imagine a multi-million-pound deal, one you've personally worked on for six months, falls apart at the eleventh hour due to an unexpected regulatory change. You'd conduct a calm, objective lessons-learned session, then immediately pivot to Plan B without missing a beat. Or, when you receive aggressive, emotional pushback from a very senior stakeholder, you respond with calm, factual data, rather than getting drawn into a shouting match. You see setbacks as data points, not personal failures.
• Benefit: Truth is, you'll face constant pressure, failed negotiations (it happens!), geopolitical disruptions, and internal politics. The ability to absorb significant setbacks, depersonalise conflict, and maintain an unwavering focus on the long-term strategic goal is absolutely non-negotiable for a Director. If you take every challenge personally, you'll burn out quickly.

Supporting Traits

• Trait: Skeptical Investigator
• Desc: You naturally question assumptions and always dig into the 'why' behind a business request or a supplier's proposal. You're not afraid to challenge the status quo.
• Trait: Process-Driven with Flexibility
• Desc: You appreciate the value of a structured sourcing process and robust governance, but you also know when to be pragmatic and adapt the approach for unique, high-stakes situations. It's about 'process with purpose'.
• Trait: Empathetic Leader
• Desc: You genuinely seek to understand your team's challenges and your stakeholders' underlying business problems, not just their stated requests. This helps you build stronger relationships and deliver better solutions.
• Trait: Global Mindset
• Desc: You instinctively think beyond national borders, understanding the nuances of different cultures, legal systems, and market dynamics when sourcing and managing suppliers internationally.

Primary Motivators

1. Motivator: Strategic Impact & Business Transformation
2. Daily: You thrive on seeing your decisions directly influence the company's financial performance and operational capabilities. You'll spend your days crafting multi-year category strategies, identifying new market opportunities, and presenting your vision to executive leadership.
3. Motivator: Complex Problem Solving on a Grand Scale
4. Daily: You love tackling ambiguous, high-stakes challenges – think navigating supply chain disruptions caused by geopolitical events or figuring out how to source a critical component from a new, ethical region. Your days are filled with strategic dilemmas, not routine tasks.
5. Motivator: Building and Mentoring High-Performing Teams
6. Daily: You get a real buzz from developing your team, seeing them grow into strategic leaders themselves. You'll spend a significant amount of time coaching, setting ambitious goals, and empowering your managers to deliver exceptional results.

Potential Demotivators

Honestly, if you need everything to be perfectly structured, predictable, and within your direct control, you're going to struggle here. This role is about navigating ambiguity and influencing without direct authority. You'll spend a lot of time getting multiple senior leaders with competing priorities to agree on a single path forward, which is often like herding cats. You'll also see some of your best-laid plans get derailed by external market shifts or internal political battles. If you need to see every single piece of work you initiate make it to perfect production, you'll find this frustrating. A lot of your work is about setting the stage, influencing, and course-correcting.

Common Frustrations

1. Being brought into a 'strategic' project after the business has already informally committed to a supplier and price, leaving you to 'just paper the deal'.
2. Spending months negotiating significant savings, only for Finance to question the baseline or for the business to fail to implement the changes needed to realise the value.
3. Trying to build a global category strategy when the spend data from legacy systems is fragmented, misclassified, and requires weeks of manual cleansing.
4. Having your carefully constructed global sourcing strategy completely derailed by an 'urgent, business-critical' request from the CEO that requires dropping everything.
5. Dealing with internal politics and resistance to change, where business units prefer their existing, often more expensive, suppliers.

What Role Doesn't Offer

1. A purely operational, heads-down role where you're just executing tasks.
2. A predictable, unchanging environment with clear, linear paths to success.
3. Complete autonomy without the need for significant internal influencing and consensus-building.
4. A role where you only interact with people who report directly to you.

ADHD Positives

1. The fast-paced, multi-faceted nature of this role, with constant strategic challenges and new problems to solve, can be highly engaging for an ADHD brain. You'll be juggling multiple high-impact initiatives, which can be a strength.
2. The need for innovative, 'outside-the-box' solutions to complex global sourcing problems can be a great fit for divergent thinking patterns often associated with ADHD.
3. High energy levels can be a huge asset when driving large-scale change and navigating complex negotiations across different time zones.

ADHD Challenges and Accommodations

1. The sheer volume of information, strategic documents, and detailed compliance requirements could be overwhelming. We can support with executive assistants for administrative tasks and tools that help organise complex projects.
2. Maintaining focus on long-term, multi-year strategies amidst constant urgent demands requires strong executive function. We'd encourage structured weekly planning sessions and dedicated 'deep work' blocks.
3. Attention to detail in legal contracts and financial models is critical. We use AI-assisted tools for contract review and have robust peer review processes to catch errors.

Dyslexia Positives

1. Dyslexic thinkers often excel at 'big picture' strategic thinking, pattern recognition, and connecting disparate ideas – all crucial for global sourcing strategy and identifying market trends.
2. Strong verbal communication and negotiation skills, often developed by dyslexic individuals, are invaluable for influencing stakeholders and leading complex deals.
3. The ability to simplify complex information and present it clearly to diverse audiences is a key strength.

Dyslexia Challenges and Accommodations

1. Reading and drafting lengthy, complex contracts, reports, and board papers can be challenging. We use text-to-speech tools, AI-assisted summarisation, and have a strong preference for visual communication (dashboards, infographics) in presentations.
2. Ensuring accuracy in written communication and financial figures is vital. We rely on robust proofreading processes, AI grammar checkers, and team collaboration for document review.
3. Organising and structuring large amounts of written information might require extra effort. We use project management tools with visual layouts and encourage the use of templates for consistent reporting.

Autism Positives

1. A strong logical and analytical approach to problem-solving is highly valued in strategic sourcing, especially when dissecting complex market data or supplier proposals.
2. The ability to focus deeply on specific categories or market segments, identifying intricate patterns and potential risks, can lead to superior strategic outcomes.
3. A direct and honest communication style, focused on facts and data, can be very effective in negotiations and when presenting to senior leadership, cutting through ambiguity.

Autism Challenges and Accommodations

1. Navigating complex organisational politics and unspoken social cues in a highly matrixed environment can be draining. We aim for clear, direct communication and encourage asking for clarification when needed. Mentorship can help with navigating internal dynamics.
2. The constant need for influencing and persuasion, which often involves reading subtle cues, might be challenging. We focus on data-driven arguments and provide frameworks for structured negotiation.
3. Unexpected changes in priorities or global events can disrupt plans. We aim for transparency in communication about changes and provide support for adapting strategies.

Key Responsibilities

Experience Levels Responsibilities

1. Level: Director of Global Sourcing (L6)
2. Responsibilities: Shape the global sourcing strategy for multiple, high-value spend categories (think hundreds of millions of pounds) that directly impact our P&L and operational capabilities.
3. Lead, mentor, and develop a team of Category Managers and Lead Business Partners across different geographies, ensuring they hit their strategic objectives and grow their careers.
4. Drive enterprise-wide transformation initiatives within Procurement, such as implementing new P2P systems, optimising global contract management processes, or embedding sustainability into our supply chains.
5. Act as the primary strategic partner to C-suite and VP-level business leaders, influencing their long-term plans and ensuring Procurement is involved early in critical decisions (e.g., M&A, new market entry).
6. Architect and implement robust supplier risk management frameworks across our global supply base, anticipating geopolitical shifts, market volatility, and ethical concerns.
7. Represent the organisation externally at industry conferences, with key strategic suppliers, and potentially in M&A due diligence or integration efforts.
8. Own the overall performance of your category portfolio, accountable for delivering significant, validated savings and value creation that directly contributes to our EBITDA targets.
9. Supervision: You'll operate with a high degree of autonomy, setting your own strategic agenda in alignment with the CPO's vision. We'll have monthly strategic alignment meetings with the CPO, but day-to-day execution is entirely yours. You're expected to be self-directed and proactive.
10. Decision: You have full authority within your domain to define global category strategies, approve supplier selections, and manage budgets up to £5M for projects and initiatives. You'll have hiring and firing authority for your direct reports. Decisions impacting P&L above £10M, major M&A integration plans, or significant changes to enterprise-wide procurement policy will require CPO and/or CFO alignment.
11. Success: Success at this level means consistently delivering against your multi-million-pound savings targets, building a high-performing, engaged team, and being recognised by your C-suite peers as a trusted, strategic partner who proactively solves complex business problems. You'll have successfully diversified critical supply chains and embedded sustainable sourcing practices across your categories.

Decision-Making Authority

• Type: Global Category Strategy Definition
• Entry: N/A
• Mid: N/A
• Senior: N/A
• Type: Supplier Selection & Contract Award (over £5M)
• Entry: N/A
• Mid: N/A
• Senior: N/A
• Type: Team Hiring & Performance Management
• Entry: N/A
• Mid: N/A
• Senior: N/A
• Type: Budget Allocation (Procurement Function)
• Entry: N/A
• Mid: N/A
• Senior: N/A

Competency Requirements

Foundation Skills (Transferable)

At this level, we're not just looking for someone who can do the job; we're looking for someone who can lead, inspire, and strategically shape the future of our Procurement function. These aren't 'soft' skills; they're absolutely critical for a Director.

• Category: Executive Communication & Influence
• Skills: Board-level Presentation: Articulating complex global sourcing strategies and their financial impact to the C-suite and Board, often under pressure.
• Cross-functional Leadership: Leading initiatives that span multiple business units (e.g., Product, Finance, Operations) without direct authority, achieving consensus and driving change.
• Negotiation Mastery (Advanced): Leading multi-million-pound, multi-party negotiations with strategic global suppliers, often involving complex legal and commercial terms.
• Category: Strategic Thinking & Problem Solving
• Skills: Enterprise Strategy Development: Translating overall business objectives into multi-year global sourcing strategies and category playbooks.
• Risk Management (Enterprise): Identifying, assessing, and mitigating supply chain risks (geopolitical, financial, ethical) at an enterprise level.
• Organisational Design: Structuring and optimising the global Procurement team to maximise efficiency, impact, and talent development.
• Category: Leadership & People Development
• Skills: Visionary Leadership: Inspiring and motivating a diverse, global team to achieve ambitious targets and embrace change.
• Talent Management: Identifying, developing, and retaining high-potential individuals within the Procurement function, building a strong succession pipeline.
• Change Management (Large Scale): Leading significant organisational change programmes related to procurement processes, systems, or policies across the business.
• Category: Commercial Acumen & Financial Literacy
• Skills: P&L Management: Deep understanding of how procurement decisions impact the company's P&L, balance sheet, and cash flow.
• Investment Appraisal: Evaluating complex sourcing proposals and capital expenditure requests from a total cost of ownership (TCO) and ROI perspective.
• Market Intelligence & Forecasting: Interpreting global economic trends, commodity markets, and geopolitical events to inform sourcing strategies and mitigate risks.

Functional Skills (Role-Specific Technical)

You'll need a deep, practical understanding of procurement methodologies, not just the theory. More importantly, you'll need to know how to apply them at a global, enterprise level and how to lead others in doing the same.

Technical Competencies

• Skill: Strategic Sourcing (7-Step Process) at Scale
• Desc: You'll be defining and overseeing the application of structured sourcing methodologies for the most complex, high-value global categories. This isn't about running an RFx; it's about architecting a multi-year strategy for a critical spend area.
• Level: Expert
• Skill: Total Cost of Ownership (TCO) Modelling (Advanced)
• Desc: Beyond just unit price, you'll be leading your team to quantify all costs associated with global acquisitions, including complex logistics, duties, implementation, and end-of-life considerations, for multi-million-pound deals. You'll use TCO to drive strategic decisions.
• Level: Expert
• Skill: Global Category Management
• Desc: You'll act as the ultimate commercial owner for multiple, enterprise-critical spend areas (e.g., all IT Software, Global Logistics). This means defining multi-year 'category playbooks' that align with our global business objectives and market dynamics.
• Level: Expert
• Skill: Supplier Relationship Management (SRM) Frameworks
• Desc: You'll design and implement segmented SRM programmes across our strategic global suppliers, ensuring we're driving joint innovation, managing performance with robust scorecards, and mitigating risk at the highest levels.
• Level: Expert
• Skill: Incoterms® 2020 (Strategic Application)
• Desc: You'll have deep, practical knowledge of all 11 international commercial terms, understanding exactly where risk and cost transfer in complex global shipments. More importantly, you'll be using this knowledge to optimise our global logistics strategy and mitigate risk.
• Level: Expert
• Skill: Contract Lifecycle Management (CLM) & Legal Acumen
• Desc: You'll oversee the entire CLM process for your categories, focusing on key clauses like Limitation of Liability, Indemnification, Data Privacy (GDPR/CCPA), and Service Level Agreements (SLAs) in global contracts. You'll work closely with Legal to define our contracting strategy.
• Level: Expert

Digital Tools

• Tool: SAP S/4HANA (MM & Ariba modules) / Oracle Fusion Cloud SCM / Coupa
• Level: Strategic
• Usage: Leading platform selection and implementation, defining data governance policies, architecting cross-functional workflows (e.g., SCM to Finance), and ensuring global adoption and compliance.
• Tool: Microsoft Excel (Power Query, Power Pivot) / Tableau / Power BI
• Level: Architect
• Usage: Defining the BI strategy for Procurement, integrating procurement data with enterprise data warehouses (e.g., Snowflake) for holistic business insights, and using advanced analytics to identify strategic opportunities and risks.
• Tool: Icertis / DocuSign CLM / SAP Ariba Contracts
• Level: Strategic
• Usage: Owning the CLM system, defining the enterprise-wide contract management process, and using analytics to identify contractual risks and opportunities across the global contract portfolio.
• Tool: EcoVadis / Dun & Bradstreet / Resilinc
• Level: Strategic
• Usage: Setting the corporate supplier risk appetite and framework, making final go/no-go decisions on high-risk partnerships, and presenting the overall risk posture of our supply chain to the board.
• Tool: Anaplan / Workday Adaptive Planning
• Level: Advanced/Strategic
• Usage: Building and owning the procurement financial models, scenario planning for commodity price volatility, and presenting savings forecasts and budget impacts to the CFO and executive team.

Industry Knowledge

• Area: Global Supply Chain Dynamics
• Desc: Deep understanding of international logistics, customs regulations, trade compliance, and the impact of geopolitical events on global supply chains.
• Area: ESG (Environmental, Social, Governance) in Procurement
• Desc: Expertise in sustainable sourcing practices, ethical supply chains, modern slavery legislation, and integrating ESG criteria into supplier selection and performance management.
• Area: Financial Markets & Commodity Trading
• Desc: Understanding of how financial markets, currency fluctuations, and commodity price movements impact procurement costs and strategies.
• Area: M&A Integration (Procurement Aspect)
• Desc: Experience in integrating procurement functions, systems, and contracts during mergers and acquisitions, ensuring seamless transitions and value capture.

Regulatory Compliance Regulations

• Reg: GDPR (General Data Protection Regulation) & CCPA (California Consumer Privacy Act)
• Usage: Ensuring all supplier contracts, especially for IT services and data processing, are fully compliant with global data privacy laws. You'll be the ultimate owner of this compliance for your categories.
• Reg: UK Bribery Act & FCPA (Foreign Corrupt Practices Act)
• Usage: Establishing and enforcing robust anti-bribery and anti-corruption policies within the global supply chain. This means due diligence on suppliers and ensuring ethical behaviour across all procurement activities.
• Reg: Modern Slavery Act (UK) / Supply Chain Due Diligence Act (Germany)
• Usage: Implementing and overseeing programmes to identify and mitigate risks of modern slavery and human rights abuses within our global supply chains, including reporting requirements.
• Reg: Sarbanes-Oxley (SOX) / Internal Controls
• Usage: Ensuring all procurement processes, from requisition to payment, adhere to internal control frameworks and are auditable, maintaining financial integrity.

Essential Prerequisites

• Extensive experience (8-12+ years) leading complex, multi-million-pound sourcing projects and category strategies in a global environment.
• Proven track record of building and managing high-performing teams, including other managers or lead professionals.
• Demonstrable experience presenting strategic recommendations and influencing C-suite or VP-level stakeholders.
• Deep expertise in at least two major spend categories (e.g., IT, Professional Services, Logistics, Raw Materials) with a global scope.
• Significant experience with enterprise-level ERP/P2P systems and advanced analytics tools (e.g., SAP Ariba, Coupa, Tableau, Power BI).
• A strong understanding of international contract law and commercial terms (e.g., Incoterms).

Career Pathway Context

You'll have likely come from a Lead Procurement Business Partner or Head of Category Group role, where you were already managing significant spend and influencing at a senior level. We expect you to have a solid foundation in all core procurement disciplines and a proven ability to lead and develop others.

Qualifications & Credentials

Emerging Foundation Skills

• Skill: ESG & Circular Economy Integration
• Why: Essential for future readiness in this role.
• Concepts: [{'concept_name': 'Life Cycle Assessment (LCA) for procured goods', 'description': 'Life Cycle Assessment (LCA) for procured goods'}, {'concept_name': 'Science-Based Targets (SBTi) for suppliers', 'description': 'Science-Based Targets (SBTi) for suppliers'}, {'concept_name': 'Extended Producer Responsibility (EPR)', 'description': 'Extended Producer Responsibility (EPR)'}, {'concept_name': 'Closed-loop supply chains', 'description': 'Closed-loop supply chains'}, {'concept_name': 'Supplier diversity and inclusion metrics', 'description': 'Supplier diversity and inclusion metrics'}]
• Prepare: This month: Read up on the latest EU/UK supply chain due diligence regulations and their implications.
• Next quarter: Attend a workshop or online course on Circular Economy principles in supply chain.
• Month 4-6: Start integrating basic ESG scoring into your team's supplier selection criteria for a pilot category.
• Month 7-9: Develop a 'green' sourcing strategy for one of your key categories, focusing on reduced waste and sustainable materials.
• QuickWin: Identify one key supplier and ask them for their latest sustainability report and carbon reduction targets. Start the conversation now.
• Skill: Advanced Supply Chain Digitalisation (IoT, Blockchain for Visibility)
• Why: Essential for future readiness in this role.
• Concepts: [{'concept_name': 'Internet of Things (IoT) for asset tracking and co', 'description': 'Internet of Things (IoT) for asset tracking and condition monitoring'}, {'concept_name': 'Blockchain for immutable transaction records and p', 'description': 'Blockchain for immutable transaction records and provenance'}, {'concept_name': 'Digital Twins of supply chain networks', 'description': 'Digital Twins of supply chain networks'}, {'concept_name': 'Predictive analytics for disruption forecasting', 'description': 'Predictive analytics for disruption forecasting'}, {'concept_name': 'Data interoperability standards (e.g., GS1)', 'description': 'Data interoperability standards (e.g., GS1)'}]
• Prepare: This month: Research current applications of IoT and blockchain in supply chain management.
• Next quarter: Identify one critical product or material where end-to-end visibility is currently lacking and explore potential tech solutions.
• Month 4-6: Work with IT to pilot a small-scale IoT tracking project for a high-value asset.
• Month 7-9: Develop a business case for a broader supply chain digitalisation programme, highlighting ROI and risk reduction.
• QuickWin: Map out the current data flow for a high-risk material. Where are the blind spots? What data do you *wish* you had?

Advancing Technical Skills

• Skill: AI-Powered Decision Support & Scenario Planning
• Why: Essential for future readiness in this role.
• Concepts: [{'concept_name': 'Prescriptive analytics for sourcing optimisation', 'description': 'Prescriptive analytics for sourcing optimisation'}, {'concept_name': 'Machine learning for demand and price forecasting', 'description': 'Machine learning for demand and price forecasting'}, {'concept_name': 'Simulation modelling for supply chain resilience', 'description': 'Simulation modelling for supply chain resilience'}, {'concept_name': 'Ethical AI considerations in supplier selection', 'description': 'Ethical AI considerations in supplier selection'}, {'concept_name': 'Integration of internal and external data sources ', 'description': 'Integration of internal and external data sources for AI models'}]
• Prepare: This week: Explore a demo of an AI-powered sourcing or supply chain planning tool.
• This month: Challenge your team to use AI (e.g., ChatGPT/Claude) to generate initial scenario options for a current sourcing project.
• Month 2: Work with your analytics team to explore how to feed more diverse datasets (e.g., geopolitical risk scores) into existing forecasting models.
• Month 3: Present a strategic recommendation to the CPO that explicitly uses AI-generated scenario analysis.
• QuickWin: Use an LLM to summarise complex market research reports in minutes, helping you quickly grasp key trends and risks.
• Skill: Data Storytelling for Executive Decision-Making
• Why: Essential for future readiness in this role.
• Concepts: [{'concept_name': 'Executive summary best practices', 'description': 'Executive summary best practices'}, {'concept_name': 'Visualisation principles for complex data (e.g., h', 'description': 'Visualisation principles for complex data (e.g., heat maps, network diagrams)'}, {'concept_name': 'Narrative structures for strategic recommendations', 'description': 'Narrative structures for strategic recommendations'}, {'concept_name': 'Understanding audience and tailoring message', 'description': 'Understanding audience and tailoring message'}, {'concept_name': 'Impact-focused rather than data-focused reporting', 'description': 'Impact-focused rather than data-focused reporting'}]
• Prepare: This week: Review your last board presentation. Could it be 50% shorter? More visual?
• This month: Take an online course on data visualisation or executive presentation skills.
• Month 2: Coach one of your direct reports on how to build a 'story' around their category strategy rather than just presenting data points.
• Month 3: Get feedback from a non-procurement executive on the clarity and impact of your next strategic update.
• QuickWin: For your next team meeting, challenge everyone to summarise their key update in one sentence and one visual. It's harder than it sounds!

Education Requirements

• Level: Minimum
• Req: A Bachelor's degree in Business, Supply Chain Management, Engineering, Finance, or a related field.
• Alts: We're pragmatic. If you've got 20+ years of demonstrable, progressive experience in global procurement and a proven track record of leadership at a senior level, we're happy to consider that in lieu of a specific degree.
• Level: Preferred
• Req: A Master's degree (MSc) in Supply Chain Management, an MBA, or a relevant postgraduate qualification.
• Alts: An MBA is a real bonus, especially if you're looking to move into a CPO role down the line, as it broadens your overall business acumen significantly.

Experience Requirements

You'll need roughly 16-20 years of progressive experience in Procurement or Supply Chain roles, with at least 5-7 years spent in a leadership position managing other managers or leading significant global category portfolios. We're looking for someone who has genuinely shaped strategy, managed multi-million-pound budgets, and influenced at the C-suite level. This isn't your first rodeo leading a substantial team or driving enterprise-wide change.

Preferred Certifications

• Cert: CIPS (Chartered Institute of Procurement & Supply) Professional Diploma or Advanced Diploma
• Prod: CIPS
• Usage: Demonstrates a comprehensive understanding of procurement best practices and ethical standards, which is highly valued at this level.
• Cert: ISM (Institute for Supply Management) Certified Professional in Supply Management (CPSM)
• Prod: ISM
• Usage: Recognised globally as a mark of excellence in supply management, particularly strong in North American markets.
• Cert: Project Management Professional (PMP) or PRINCE2
• Prod: PMI / AXELOS
• Usage: Useful for leading large-scale procurement transformation programmes or complex sourcing projects.

Recommended Activities

• Regularly attending industry conferences and thought leadership events (e.g., Gartner Procurement Symposium, ProcureCon) to stay abreast of market trends and network with peers.
• Engaging in executive education programmes focused on leadership, digital transformation, or global supply chain strategy.
• Mentoring junior talent within the organisation and actively participating in internal knowledge-sharing initiatives.
• Publishing articles or speaking at industry events to establish yourself as a thought leader in global sourcing.
• Joining relevant professional associations and special interest groups to expand your network and knowledge.

Career Progression Pathways

Entry Paths to This Role

• Path: From Head of Category Group / Procurement Manager
• Time: 3-5 years at Manager level
• Path: From Lead Procurement Business Partner (Large Enterprise)
• Time: 4-6 years at Lead level
• Path: From Senior Consultant (Procurement/Supply Chain)
• Time: 5-7 years in consulting, with significant client-facing leadership roles

Career Progression From This Role

• Pathway: Chief Procurement Officer (CPO)
• Time: 3-5 years as Director
• Pathway: VP / Director of Supply Chain Operations
• Time: 3-6 years as Director

Long Term Vision Potential Roles

• Title: Chief Operating Officer (COO) / Chief Supply Chain Officer (CSCO)
• Time: 5-10 years post-Director
• Title: Management Consultant / Private Equity Operating Partner
• Time: 5-10 years post-Director
• Title: Board Member / Non-Executive Director
• Time: 10+ years post-Director

How Zavmo Delivers This Role's Development

DISCOVER Phase: Skills Gap Analysis

Zavmo maps your current competencies against all requirements in this job description through conversational assessment. We evaluate your foundation skills (communication, strategic thinking), functional skills (CRM expertise, negotiation), and readiness for career progression.

Output: Personalised skills gap heat map showing strengths and priorities, estimated time to competency, neurodiversity accommodations.

DISCUSS Phase: Personalised Learning Pathway

Based on your DISCOVER results, Zavmo creates a personalised learning plan prioritised by impact: foundation skills first, then functional skills. We adapt to your learning style, pace, and neurodiversity needs (ADHD, dyslexia, autism).

Output: Week-by-week schedule, each module linked to specific job responsibilities, checkpoints and milestones.

DELIVER Phase: Conversational Learning

Learn through conversation, not boring modules. Zavmo uses 10 conversation types (Socratic dialogue, role-play, coaching, case studies) to build competence. Practice difficult QBR presentations, negotiate tough renewals, and handle churn conversations in a safe AI environment before facing real clients.

Example: "For 'Stakeholder Mapping', Zavmo will guide you through analysing a complex enterprise account, identifying key decision-makers, and building an engagement strategy."

DEMONSTRATE Phase: Competency Assessment

Zavmo automatically builds your evidence portfolio as you learn. Every conversation, practice scenario, and application example is captured and mapped to NOS performance criteria. When ready, your portfolio supports OFQUAL qualification claims and demonstrates competence to employers.

Output: Competency matrix, evidence portfolio (downloadable), qualification readiness, career progression score.