United Kingdom · Operations · Principal/Manager (12-16 years)

Manager, Global Supplier Strategy & Performance

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Experience bandPrincipal/Manager (12-16 years)
Direct reports3-5 reports
Reports toDirector, Global Supplier Management
UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Head of Supplier Relations · Senior Procurement Manager · Global Category Lead · Director of Supplier Management (Junior)

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

Qualifications Scotland Level 6 NVQ Diploma in Construction Contracting Operations Management Qualifications Scotland · Level 6 · covers 2 of 7 standards

NOCN Level 6 NVQ Diploma in Construction Contracting Operations Management (Construction) NOCN · Level 6 · covers 2 of 7 standards

Highfield Level 6 NVQ Diploma in Construction Contracting Operations Management (RQF) Highfield Qualifications · Level 6 · covers 1 of 7 standards

OTHM Level 5 Diploma in Logistics and Supply Chain Management. OTHM Qualifications · Level 5 · covers 1 of 7 standards

SFEDI Awards Level 6 Diploma in Strategic Procurement Management (IoSCM) SFEDI Enterprises Ltd. T/A SFEDI Awards · Level 6 · covers 1 of 7 standards

GQA Level 6 NVQ Diploma In Construction Contracting Operations Management V2 GQA Qualifications Limited · Level 6 · covers 1 of 7 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Implementing strategic and integrated supply chain management and sourcing partnerships in the workplace Qualifications Scotland Level 6 NVQ Diploma in Construction Contracting Operations Management

Contract and Financial Management OTHM Level 5 Diploma in Logistics and Supply Chain Management.

Strategic Quality Management SFEDI Awards Level 6 Diploma in Strategic Procurement Management (IoSCM)

Developing a procurement plan and optimising supplier and service provider performance in the workplace GQA Level 6 NVQ Diploma In Construction Contracting Operations Management V2

The future skills this job leans on

AI Fluency working with AI as a thinking partner

Data Fluency turning numbers into a decision

AI Governance Fluency using AI responsibly

Sustainability Fluency building care for people and planet into the work

Foresight Fluency seeing round the corner

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Your Plan Illustration

Built for Manager, Global Supplier Strategy & Performance

4 units that map to this job, from the qualifications that cover it.

Implementing strategic and integrated supply chain management and sourcing partnerships in the workplace Qualifications Scotland · covers 2 of 7 standards Level 6
Contract and Financial Management OTHM Qualifications · covers 1 of 7 standards Level 5
Strategic Quality Management SFEDI Enterprises Ltd. T/A SFEDI Awards · covers 1 of 7 standards Level 6
Developing a procurement plan and optimising supplier and service provider performance in the workplace GQA Qualifications Limited · covers 1 of 7 standards Level 6

These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Manager, Global Supplier Strategy & Performance?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

Advanced Predictive Analytics for Supply Chain
Circular Economy Principles & Sustainable Sourcing

Why each one is rising

The future skills this job leans on

AI Fluencyworking with AI as a thinking partner
Data Fluencyturning numbers into a decision
AI Governance Fluencyusing AI responsibly
Sustainability Fluencybuilding care for people and planet into the work
Foresight Fluencyseeing round the corner

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

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Next, a free account. We build your Manager, Global Supplier Strategy & Performance plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

This role means leading supplier strategy across global categories, managing a small team of senior supplier relationship managers. It covers setting direction for critical spend areas and making sure suppliers deliver value alongside lower costs. Decisions in this role affect operational efficiency and cost performance directly.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

SAP Ariba / Coupa / Oracle SCM Cloud (P2P/Sourcing Suite) Strategic

Leading platform selection/implementation projects, defining enterprise-wide data governance for supplier data, integrating the suite with other core business systems (e.g., Anaplan, ERP). You're not just using it; you're shaping how we use it.

Power BI / Tableau (Data & Analytics) Strategic

Defining the overall Business Intelligence strategy for the supplier management function, presenting high-level insights from dashboards to executive leadership, and ensuring your team builds robust, actionable dashboards that drive performance.

Excel (Power Query, PivotTables, Advanced Modelling) Strategic

Auditing and validating complex TCO models and scenario analyses built by your team, using model outputs to justify major strategic decisions to the CFO, and designing templates for financial analysis.

EcoVadis / Achilles / SupplyHive (Supplier Risk & ESG) Strategic

Setting the corporate supplier risk and ESG policy for your managed categories, reporting on portfolio risk exposure to the Director and Risk & Compliance committees, and driving adoption of sustainable sourcing practices.

Icertis / DocuSign CLM / SAP Contracts (Contract Lifecycle Mgmt) Strategic

Designing and implementing the end-to-end CLM process for your categories, defining the standard clause library and negotiation playbooks for your team, and ensuring compliance across the contract portfolio.

Anaplan / Workday Adaptive Planning (Financial Planning) Advanced/Strategic

Actively using the platform to model the P&L impact of sourcing strategies, commodity price fluctuations, and supplier-enabled innovation, providing critical inputs for corporate financial planning.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choice	Coming in	Where you are now	The step above
Supplier Selection & Onboarding	Identifies potential suppliers based on pre-defined criteria; escalates recommendations to supervisor.	Evaluates and recommends suppliers for routine categories; manages the onboarding process for approved suppliers.	Leads the end-to-end RFx process for strategic categories; makes recommendations for preferred suppliers to leadership.
Contract Negotiation & Approval	Reviews standard contract terms for accuracy; flags deviations to supervisor.	Negotiates routine contract terms within established guidelines; escalates complex clauses to legal/senior team.	Leads negotiations for complex contracts (e.g., multi-year, multi-million pound deals); drafts and redlines key commercial terms.
Budget & P&L Impact	Tracks spend against budget for individual purchase orders; flags discrepancies.	Forecasts spend for specific projects; identifies potential cost savings opportunities.	Manages a category budget (e.g., £1M-£5M); accountable for delivering agreed cost savings targets.
Team Leadership & Development	None (individual contributor).	Provides informal guidance to new joiners; shares best practices.	Mentors 0-2 junior analysts; provides ad-hoc support and knowledge sharing.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Team-Managed Spend Savings

The total cost savings delivered by your team across their managed categories.

Target · Achieve 5-10% year-on-year savings on total managed spend (e.g., £500K-£1M+).

Your team manages £10M in spend. If they deliver £750K in savings, that's a 7.5% saving, hitting the target. This isn't just about negotiating lower prices; it's about finding smarter ways to buy, working with suppliers to reduce total cost.

Supplier-Enabled Innovation (SEI) Value

The quantifiable financial benefit derived from new ideas, processes, or products brought forward by suppliers and implemented by your team.

Target · Deliver £100K-£250K+ in measurable SEI value per annum.

A supplier suggests a new packaging material that reduces shipping weight by 10%, saving £150K in logistics costs annually. Or they propose a process improvement that cuts our internal processing time, freeing up £200K in labour costs. You'll need to track and report these.

Supply Chain Resilience Score

Improvement in our internal or third-party assessment of supply chain resilience, covering risk, diversification, and agility.

Target · Increase overall resilience score by 15-20% annually.

Our current resilience score is 65/100. You'll implement strategies like dual-sourcing for critical components or establishing buffer stock policies to push that score up to 75-80. This is about preventing future crises, not just reacting to them.

Spend Under Management (SUM) Percentage

The proportion of total company spend that is actively managed through strategic sourcing and supplier relationships by your team.

Target · Increase SUM from 70% to 85% within 18 months.

If the company spends £50M annually, and your team currently manages £35M (70%), you'll be tasked with bringing another £7.5M under management, reducing 'maverick spend' and driving more value.

Team Performance & Development

The growth and effectiveness of your direct reports, measured by their individual performance against targets and their professional development.

Target · Achieve 80%+ of direct reports meeting or exceeding individual performance goals; 100% completion of agreed development plans.

Two of your Senior SRMs hit all their cost savings and OTIF targets, and the third is on track after some targeted coaching. All have completed their agreed training modules and shown growth in their negotiation skills. Your job is to make them successful.

Strategic Influence & Adoption

Your ability to get key internal stakeholders (like Product, Engineering, or Logistics) to buy into and adopt the supplier strategies your team develops.

You're regularly invited to early-stage project planning meetings, not just brought in at the end. Business units actively seek your team's advice on supplier selection. Your strategies are reflected in business unit plans. Less 'maverick spend' happening behind your back, more proactive engagement.

Supplier Partnership Quality

The depth and effectiveness of our relationships with strategic suppliers, moving beyond transactional to truly collaborative.

Suppliers proactively bring us new ideas or flag potential issues early. We're seen as a 'customer of choice' by key partners. Joint innovation projects are successfully launched. You're getting candid, honest feedback from suppliers in QBRs, not just platitudes.

Risk Mitigation & Proactive Management

Your team's ability to identify, assess, and mitigate supply chain risks before they become major problems.

Zero critical supply disruptions in your managed categories due to unmanaged risk. Formal risk registers are consistently updated and reviewed. Contingency plans are in place for all tier-1 suppliers. You're presenting proactive risk assessments to leadership, not just reacting to crises.

Team Leadership & Culture

The effectiveness of your leadership in fostering a high-performing, collaborative, and engaged team.

High team morale and retention rates. Your direct reports feel supported and challenged. There's a culture of continuous improvement and knowledge sharing within your team. You're seen as a fair and effective coach and mentor.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy

Building and Developing a High-Performing Team

You'll spend time coaching your direct reports, helping them unblock issues, and celebrating their successes. You'll design development plans and actively seek out opportunities for them to grow. Seeing your team members excel genuinely energises you.

One of your Senior SRMs successfully negotiates a complex multi-year contract after you've coached them through the strategy. You feel a real sense of accomplishment, knowing you helped them get there.

Driving Strategic Impact and Business Value

You're constantly looking for ways to improve our P&L through smarter supplier relationships. This means challenging the status quo, identifying new opportunities, and seeing your strategies translate into tangible financial or operational benefits.

Your team's new category strategy for logistics reduces shipping costs by 8% across the board, saving the company £1M annually. That direct impact on the bottom line is what gets you up in the morning.

Solving Complex, Multi-faceted Problems

You thrive on untangling messy, ambiguous problems that involve multiple stakeholders, conflicting priorities, and significant financial implications. You enjoy the challenge of finding creative solutions to supply chain disruptions or difficult supplier negotiations.

A critical component supplier suddenly goes bankrupt, threatening production. You lead the cross-functional team, quickly identifying alternative sources, negotiating new terms, and preventing a major outage. That's a good day for you.

What frustrates people

Your team's hard-negotiated agreements being undermined by business units doing 'end-runs' with unapproved suppliers.
Being perceived as the 'cost police' or a blocker, rather than a strategic enabler, by internal stakeholders.
Spending significant time reconciling conflicting performance data from various internal and external sources for QBRs.
Critical supplier onboarding or contract renewals getting stuck in a 'legal black hole' for months.
Being held accountable for multi-million pound savings targets when external market conditions are extremely volatile.
Strategic planning being constantly derailed by urgent, 'all-hands-on-deck' operational crises.
Supplier sales teams promising the world, only for the account management team to deliver far less.

What this role does not give you

A quiet, predictable 9-to-5 where every day is the same.
A role where you only focus on one specific task or category.
A job where you don't have to deal with difficult conversations, either internally or externally.
A path where your decisions are always immediately implemented without needing to influence others.
A role without significant accountability for financial and operational outcomes.

8Who you work with

You'll directly shape the P&L for your managed categories, typically impacting £500K-£2M in annual spend. Your work ensures our operational teams have the materials and services they need, when they need them, at the right cost. More broadly, you'll be accountable for improving our overall supply chain resilience and driving innovation through our supplier partnerships. Getting this right means better products, happier customers, and a healthier bottom line. Getting it wrong means disruptions, cost overruns, and a lot of headaches for everyone else.

Inside the business

Director of Operations
Head of Finance
Legal Counsel
Product Leadership Team
Heads of Business Units (e.g., Head of Logistics, Head of IT)
Risk & Compliance Committee

Outside the business

C-level executives of strategic suppliers
Industry bodies and associations
External auditors and regulatory bodies
Strategic consulting partners

9What you need before you start

Not a wish list. The things you would be expected to already have.

Proven track record (10+ years) of managing complex, strategic supplier relationships in a global Operations or Procurement function.
Demonstrable experience leading and developing a team of at least 3-5 direct reports, including performance management and coaching.
Expert-level proficiency in strategic sourcing methodologies, category management, and advanced negotiation techniques.
Solid experience with P&L accountability, driving measurable cost savings and value creation in previous roles (e.g., £500K+ impact).
A strong understanding of supply chain risk management and experience developing mitigation strategies for critical suppliers.
Excellent executive communication and influencing skills, with a history of successfully engaging senior internal and external stakeholders.

10What to practise next

Where the job is going, and what to do about it starting this week.

Digital Twin for Supply Chain Optimisation

Creating a 'digital twin' of our supply chain allows for real-time monitoring, simulation of 'what-if' scenarios, and proactive identification of bottlenecks or risks. This is a game-changer for optimising inventory, logistics, and supplier network design, moving from reactive to predictive management.

Real-time Data Integration · Simulation & Scenario Modelling · Predictive Maintenance for Assets · Visualisation & Dashboarding

This quarter: Research leading digital twin platforms and their applications in supply chain management.
Next 6 months: Engage with our IT/Digital Transformation team to understand our current data infrastructure and potential for a digital twin pilot.
Next 12 months: Lead a cross-functional working group to define the requirements and business case for a digital twin implementation for a critical part of our supply chain.
Ongoing: Attend webinars and workshops on supply chain digitalisation and network with professionals who have implemented digital twin solutions.

Quick win: Start by identifying one complex supply chain segment where better visibility and predictive capabilities would have the biggest impact. This helps frame the business case for future investment.

11Staying current once you are in

What people here do to keep up

Regularly attending industry conferences and webinars on supply chain innovation, procurement trends, and supplier relationship management.
Joining professional networks (e.g., CIPS, LinkedIn groups) to exchange ideas and best practices with peers.
Mentoring junior professionals in the field, which helps solidify your own knowledge and leadership skills.
Taking courses or workshops on advanced negotiation techniques, executive communication, or change management.
Staying current with new technologies, especially AI and automation tools, that are transforming the procurement and supply chain landscape.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Advanced Predictive Analytics for Supply Chain

Beyond basic forecasting, the ability to use advanced analytics (AI/ML) to predict supplier performance, market price fluctuations, and potential disruptions is becoming critical. Competitors are using this to gain an edge, making proactive decisions rather than reactive ones.

Machine Learning for Demand Forecasting
Anomaly Detection in Supplier Data
Prescriptive Analytics for Optimisation
Data Storytelling with Advanced Visualisations

Circular Economy Principles & Sustainable Sourcing

Customers, investors, and regulators are increasingly demanding sustainable business practices. As a manager, you'll be expected to integrate circular economy principles (reduce, reuse, recycle) into your supplier strategies, moving beyond basic ESG compliance to genuine environmental and social impact.

Life Cycle Assessment (LCA)
Design for Circularity
Reverse Logistics & Waste Stream Management
Ethical Sourcing & Traceability

13What you’ll use

What you’ll use

Skills this role draws on

Technical

Strategic Sourcing & Category Management (Enterprise Level)
Supplier Segmentation & Relationship Strategy
Total Cost of Ownership (TCO) Analysis & Should-Cost Modelling
Supplier Performance Management (SPM) & Scorecard Design
Contract Negotiation & Lifecycle Management (Strategic)
Supply Chain Risk Management (Policy & Mitigation)

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

1
Senior Global Supplier Relationship Manager (L3) or Lead Global Supplier Relationship Manager (L4)
3-5 years in a senior individual contributor role.
Skills to master
- Independently managing a portfolio of strategic suppliers, leading complex negotiations, driving category-specific savings, and mentoring junior team members. You'd have demonstrated consistent high performance and a readiness to take on broader accountability.
You're ready to move on when
- Successfully managed a global category with £5M+ annual spend.
- Consistently exceeded individual savings targets and performance KPIs.
- Received positive feedback on mentorship and informal leadership.
- Proactively identified and mitigated significant supplier risks.
- Led a major sourcing project from strategy to contract execution.
2
Category Manager (from another industry/company)
5-8 years as a Category Manager.
Skills to master
- A deep understanding of category management principles, strategic sourcing, and P&L accountability for significant spend. You'd need to quickly adapt to our specific operational context and stakeholder landscape.
You're ready to move on when
- Managed a multi-million pound category with demonstrable savings.
- Built and executed successful category strategies.
- Strong negotiation skills and commercial acumen.
- Experience working with diverse internal stakeholders.
3
Operations Manager with Procurement Exposure
7-10 years in Operations leadership roles.
Skills to master
- Strong operational excellence, process improvement, and a solid understanding of how supplier performance impacts day-to-day operations. You'd need to build out your strategic sourcing and negotiation expertise.
You're ready to move on when
- Managed a significant operational budget and team.
- Successfully driven efficiency improvements in an operational setting.
- Demonstrated ability to manage complex projects and stakeholders.
- Some exposure to vendor management or procurement activities.

15Where this role leads

The long view: This work can lead to Director of Operations, Head of Supply Chain or Chief Procurement Officer roles, taking on wider responsibility for operations or the full supply chain.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Manager, Global Supplier Strategy & Performance is actually changing.

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Implementing strategic and integrated supply chain management and sourcing partnerships in the workplace, worked against Manager, Global Supplier Strategy & Performance.

Implementing strategic and integrated supply chain management and sourcing partnerships in the workplace Level 6

Applied to your work in Manager, Global Supplier Strategy & Performance

The objective of this unit is to enable learners to evaluate and implement strategic and integrated supply chain management and sourcing partnerships. Learners will assess the benefits and risks of strategic sourcing, align systems to support supply chain management, and monitor supply chain arrangements to ensure they meet agreed performance standards.

How the thinking builds

1 Remember
2 Understand
3 Apply
4 Analyse
5 Evaluate
6 Create

An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my plan, free

See Your Progress Grow Illustration

Manager, Global Supplier Strategy & Performance

Strategic Sourcing & Category Management (Enterprise Level)
Supplier Segmentation & Relationship Strategy
Total Cost of Ownership (TCO) Analysis & Should-Cost Modelling
Supplier Performance Management (SPM) & Scorecard Design
Contract Negotiation & Lifecycle Management (Strategic)
Supply Chain Risk Management (Policy & Mitigation)

This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Manager, Global Supplier Strategy & Performance is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

Director, Global Supplier Management (L6)
3-5 years in the Manager role.

This is a significant step up, moving from managing a team and specific categories to setting the vision for the entire supplier management function across a business unit.
- Defining enterprise-wide supplier risk and ESG policies.
- Leading major M&A integration activities related to supply chain.
- Managing relationships with the most critical C-level supplier executives.
- Accountability for P&L £2M-£10M+.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real: as a manager, you're swamped. Between team meetings, strategic planning, and putting out fires, finding time for deep work is a challenge. That's where AI comes in. We're not talking about replacing your team; we're talking about supercharging their productivity and giving you back precious hours to focus on what truly matters: strategy, coaching, and high-level problem-solving.

Imagine a world where your team's routine tasks are automated, and you have instant access to insights that used to take days to compile. Our AI Productivity Hub isn't just a buzzword; it's a practical toolkit designed to free you and your team from the mundane, allowing you to drive more value from your supplier relationships. Frankly, if you're not using these tools, you're leaving money and time on the table.

Automated Performance Tracking & Auditing

An AI agent continuously monitors ERP, quality, and logistics systems across your team's supplier portfolios. It auto-populates all supplier scorecards in real-time and, crucially, flags any SLA/KPI breaches instantly. As a manager, you'll use this to audit your team's reporting, identify underperforming suppliers across categories, and focus your QBRs on strategic issues, not just data gathering. This eliminates hours of manual data reconciliation for your team, letting them focus on action.

AI-Powered Contract Risk Oversight

Your team uploads new or renewing supplier contracts, and an AI tool rapidly analyzes them against our company's standard playbook and legal guidelines. It instantly flags non-standard clauses, high-risk liability terms, and ambiguous language. For you, this means you can quickly review your team's negotiated contracts, ensuring consistency and compliance without needing to deep-dive into every single line. It focuses Legal's review on critical areas, speeding up approvals and reducing risk across your categories.

Intelligent Supplier Market Analysis

AI-powered platforms research and vet potential new suppliers globally, not just for a single sourcing event, but for strategic market intelligence. They analyze financial stability, ESG ratings, adverse media, and operational capabilities across entire sectors. You'll use this to identify emerging market trends, spot potential new strategic partners, and proactively assess portfolio-level risks, turning weeks of manual market research into a 30-minute strategic briefing for your Director.

Executive Summary & Strategy Narrative Generation

Connect an AI tool to your team's Power BI dashboards and strategic plans. It analyzes the aggregated performance data (cost, quality, delivery, innovation) and generates a first draft of executive summaries for leadership presentations or board reports. It can summarise key trends, highlight strategic wins, and even suggest areas for improvement in clear, concise business language. This means less time spent drafting and more time refining your strategic message.

Common questions

How do you become a Manager, Global Supplier Strategy & Performance?

Common routes in include Senior Global Supplier Relationship Manager or Lead Global Supplier Relationship Manager (3-5 years in a senior individual contributor role.), Category Manager (from another industry/company) (5-8 years as a Category Manager.) and Operations Manager with Procurement Exposure (7-10 years in Operations leadership roles.). Times vary with prior experience.

Where can a Manager, Global Supplier Strategy & Performance progress to?

This role can lead on to Director, Global Supplier Management (3-5 years in the Manager role.), depending on the skills you build.

What new skills matter most for a Manager, Global Supplier Strategy & Performance?

Increasingly, Advanced Predictive Analytics for Supply Chain and Circular Economy Principles & Sustainable Sourcing. These are the skills our record of this role lists as growing.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.

Manager, Global Supplier Strategy & Performance

Where should we send it?

Two short quizzes about you

Will AI change your work as a Manager, Global Supplier Strategy & Performance?

What's rising in its place

Advanced Predictive Analytics for Supply Chain

Circular Economy Principles & Sustainable Sourcing

Skills this role draws on

Technical

How you actually get there, here

Senior Global Supplier Relationship Manager (L3) or Lead Global Supplier Relationship Manager (L4)

Category Manager (from another industry/company)

Operations Manager with Procurement Exposure

The credential is what you can do today. These are what keep you valuable.

Roles this leads to

One to one, on the work you already do

Everything else the record holds

The career path, and where it branches

Director, Global Supplier Management (L6)

Where AI is starting to help

Automated Performance Tracking & Auditing

AI-Powered Contract Risk Oversight

Intelligent Supplier Market Analysis

Executive Summary & Strategy Narrative Generation

Common questions

Want a read on where you stand?