UK

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

Manager, Supplier Development

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports3-8 reports
  • Reports toDirector, Supplier Development & Quality
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Head of Supplier Quality & Development · Senior Manager, Procurement Excellence · Supplier Performance Manager (Team Lead)

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

GQA Level 6 NVQ Diploma In Construction Contracting Operations Management V2 GQA Qualifications Limited · Level 6 · covers 2 of 7 standards
Pearson Edexcel Level 6 NVQ Diploma in Construction Contracting Operations Management Pearson Education Ltd · Level 6 · covers 2 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
ProQual Level 6 Occupational Qualification in Surveying ProQual Awarding Body · Level 6 · covers 1 of 7 standards
ETCAL Level 5 Advance Diploma in Project Controls ETC Awards Limited · Level 5 · 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

Developing a procurement plan and optimising supplier and service provider performance in the workplace NOCN Level 6 NVQ Diploma in Construction Contracting Operations Management (Construction)
Strategic Quality Management SFEDI Awards Level 6 Diploma in Strategic Procurement Management (IoSCM)
Supply Chain and Procurement ETCAL Level 5 Advance Diploma in Project Controls

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
Foresight Fluency seeing round the corner
Change Fluency taking people through change
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Your Plan Illustration

Built for Manager, Supplier Development

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

  1. Developing a procurement plan and optimising supplier and service provider performance in the workplace NOCN · covers 2 of 7 standards Level 6
  2. Strategic Quality Management SFEDI Enterprises Ltd. T/A SFEDI Awards · covers 1 of 7 standards Level 6
  3. Supply Chain and Procurement ETC Awards Limited · covers 1 of 7 standards Level 5
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, Supplier Development?

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

  • AI-Powered Strategic Foresight & Scenario Planning
  • Leading Digital Transformation in Supplier Partnerships
Why each one is rising

The future skills this job leans on

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

What happens when you start

Next, a free account. We build your Manager, Supplier Development 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 leads supplier development work, building the capability and reliability of key suppliers rather than just chasing lower prices.

4What you'd actually use

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

SAP S/4HANA (MM Module) Strategic

Involved in module implementation/upgrade decisions, defines master data governance policies for suppliers, interprets complex reports for strategic insights.

Coupa / Jaggaer / Ivalua (or similar SRM platform) Architect

Leads platform selection and integration with ERP, designs enterprise-wide supplier segmentation and risk workflows, champions adoption across the team.

Power BI / Tableau Strategic

Defines the key metrics (KPIs) for the entire supplier development function. Commissions and interprets complex dashboards for executive-level reporting and team performance management.

Asana / Jira / Smartsheet (or similar PM tool) Strategic

Manages the entire portfolio of supplier development projects, allocates team resources, tracks programme ROI, and reports on overall progress to leadership.

EcoVadis / ServiceNow GRC / Achilles (or similar Risk/Compliance tool) Architect

Sets the enterprise supplier risk appetite, selects and implements GRC platforms, reports on supply chain risk to the board, and ensures team adherence to policies.

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 choiceComing in Where you are nowThe step above
Supplier Development Strategy Follows pre-defined project plans, escalates deviations. Proposes project adjustments based on data, consults manager on significant changes. Designs and leads workstream strategies, makes recommendations to leadership.
Budget Allocation Operates within allocated project budgets, flags overruns. Manages project budgets up to £5K, proposes minor reallocations. Manages project budgets up to £50K, recommends larger investments.
Supplier Selection/De-selection for Development Works with assigned suppliers, flags performance issues. Identifies suppliers for development based on performance, proposes to manager. Recommends strategic suppliers for development programmes, justifies with business case.
Team Management & Hiring N/A N/A Mentors junior team members, provides informal feedback.

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 Supplier Performance Improvement (OTD/PPM)
The aggregate improvement in On-Time Delivery (OTD) and Parts Per Million (PPM) defect rates across your team's managed supplier portfolio.
Target · Improve average OTD by 8% and reduce PPM by 15% across the managed portfolio annually.

Your team manages 20 strategic suppliers. Their average OTD was 85% last year, and PPM was 1,500. This year, you're aiming for 93% OTD and 1,275 PPM. That's a huge win for our production lines.

Cost Reduction & Avoidance (VAVE/Process Improvement)
The total annualized savings generated by your team's Value Analysis/Value Engineering (VAVE) and process improvement projects with suppliers.
Target · Deliver £1.5M - £2M in verified annualized savings each financial year.

Your team leads a project with Supplier X to redesign a component, taking £50 off the unit cost. For 20,000 units a year, that's £1M in savings. You'll have multiple projects like this running.

Supply Chain Risk Mitigation
Reduction in revenue-at-risk from critical single-source suppliers by developing alternative sources or improving existing supplier resilience.
Target · Reduce revenue-at-risk by 20% from the top 5 single-source suppliers within 18 months.

We rely on one supplier for a critical chassis component, putting £10M of revenue at risk if they fail. Your team's goal is to qualify a second source, reducing that risk exposure to £5M or less.

Team Engagement & Development
Your team's satisfaction, growth, and retention, reflecting your leadership effectiveness.
Target · Achieve >85% team engagement score and 100% retention of top performers annually.

Your team members feel supported, challenged, and see clear career paths. They're not just hitting targets; they're actively learning and growing under your guidance.

Strategic Programme Leadership
How effectively you define, launch, and oversee strategic supplier development programmes, ensuring they align with broader procurement and business objectives.
  • Programmes are clearly scoped with measurable outcomes
  • regular progress reviews with senior leadership
  • successful adoption of new supplier capabilities
  • positive feedback from Category Managers on strategic alignment.
Team Coaching & Mentorship
The quality of guidance and support you provide to your direct reports, helping them navigate complex supplier issues and develop their own skills.
  • Direct reports consistently hitting their individual targets
  • positive feedback in 360 reviews
  • successful resolution of complex supplier problems by team members
  • clear examples of skill development and career progression within your team.
Supplier Relationship Health (Strategic Partners)
The strength and depth of relationships with our most critical suppliers, fostered by your team's efforts.
  • Suppliers proactively sharing innovation ideas
  • willingness to collaborate on joint projects
  • high participation rates in QBRs
  • open and honest communication during challenging times
  • positive feedback from suppliers about our partnership approach.
Cross-Functional Influence
Your ability to get other internal teams (Engineering, Quality, Operations) to buy into and support supplier development initiatives.
  • Regular invitations to cross-functional planning meetings
  • Engineering designing for manufacturability with supplier input
  • Operations adopting new supplier processes
  • active participation from other departments in supplier audits and VAVE workshops.

7Would you like it

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

What people enjoy
Building & Developing People

You'll spend a good chunk of your week in 1-to-1s, coaching sessions, and helping your team members solve their trickiest problems. You get a real buzz from seeing them grow, land a tough negotiation, or successfully lead a complex audit.

One of your team members is struggling with a difficult supplier. You'll sit with them, role-play the conversation, help them build a strategy, and then debrief afterwards, celebrating their progress.

Solving Complex, Systemic Problems

You're not just fixing individual defects; you're looking for the root cause that affects an entire product line or a whole category of suppliers. You love the challenge of deconstructing a broken system and then rebuilding it better, often across different organisations.

A recurring quality issue points to a systemic flaw in a supplier's manufacturing process. You'll lead your team to conduct a deep-dive audit, identify the process gaps, and then work with the supplier's leadership to implement a multi-month improvement programme.

Driving Tangible Business Impact

You want to see your work, and your team's work, translate into real improvements: fewer production delays, higher quality products, and significant cost savings. You're motivated by the measurable difference your efforts make to the bottom line.

Your team's efforts lead to a 10% reduction in warranty claims for a key product line, directly improving customer satisfaction and saving the company hundreds of thousands in rework costs. That's what gets you going.

What frustrates people
  • The 'strategy-execution gap': Being told to build 'strategic partnerships' while simultaneously being given aggressive cost-down targets that force hardball tactics.
  • Internal sabotage: Your team spends months developing a supplier's new capability, only for a Category Manager to award the business to a low-cost competitor to hit their quarterly savings target.
  • Chasing ghosts: Getting a supplier to agree to a Corrective Action Plan, then spending the next three months chasing them for evidence of implementation.
  • The sole-source trap: Being accountable for a critical supplier locked in by Engineering years ago, who now has zero incentive to improve and knows we have no alternative.
  • Contractual handcuffs: Inheriting poorly written contracts that provide no leverage to compel a supplier to invest in improvements.
  • Being the 'bad cop': Having to conduct tough audits or deliver poor QBR scores, which can strain the collaborative relationships your team needs to manage day-to-day execution.
What this role does not give you
  • A purely theoretical or academic role – you need to get your hands dirty and solve real-world problems.
  • A 'set it and forget it' environment – supplier development is continuous and requires constant attention.
  • A role with zero ambiguity – you'll often be making decisions with imperfect information.
  • A role where you only manage upwards – you'll spend significant time coaching your team and influencing suppliers.

8Who you work with

This role is absolutely critical for our operational stability and long-term competitiveness. You're directly responsible for ensuring our supply base can meet our quality, cost, and delivery demands, which in turn impacts our manufacturing efficiency, product quality, and ultimately, our customer satisfaction and profitability. Your team's work reduces risk, unlocks innovation, and builds a more resilient supply chain. Get it right, and we save millions and delight customers. Get it wrong, and we face production outages and reputational damage.

Inside the business
  • Director of Procurement
  • Heads of Category Management
  • Manufacturing Operations Leadership
  • Quality Assurance Director
  • Engineering & R&D Teams
  • Finance Business Partners
Outside the business
  • Strategic Supplier Leadership (CEO, COO, Plant Managers)
  • Industry Associations
  • External Consultants (for specific development programmes)

9What you need before you start

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

  • Proven experience (typically 8-12 years) in supplier development, quality engineering, or a related procurement role, with at least 3-5 years in a lead or senior capacity.
  • Demonstrable experience leading complex supplier improvement projects from conception to completion, delivering measurable results.
  • Prior experience managing or formally mentoring a team of 2+ individuals, with a focus on their development and performance.
  • Strong track record of influencing external stakeholders (suppliers) to adopt new processes or make significant investments without direct authority.
  • Advanced proficiency in Lean/Six Sigma methodologies (e.g., Green Belt certification, Black Belt preferred) with practical application experience.
  • Excellent written and verbal communication skills, capable of presenting complex technical and commercial information to executive audiences.

10What to practise next

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

Advanced Data Modelling & Visualisation for Executive Insights

As a Manager, you won't just consume dashboards; you'll define the strategic questions they need to answer for senior leadership. This means moving beyond basic reporting to building compelling, actionable visualisations that drive strategic decisions.

Storytelling with Data · Interactive Dashboard Design · Data Governance for Strategic Reporting

  • This quarter: Review existing executive dashboards. What's missing? How could they be more impactful?
  • Next 6 months: Take an advanced Power BI or Tableau course focused on executive reporting and interactive design.
  • Within 9 months: Lead a project to redesign a key supplier performance dashboard, incorporating strategic insights and executive-level summaries.
  • Within 12 months: Present your redesigned dashboard to a senior leadership forum, gathering feedback and iterating.

Quick win: Challenge your team to improve their own project reporting. What's the one key metric they should be highlighting? How can they make it visually clearer?

Programme Management for Multi-Supplier Initiatives

You'll be managing not just individual supplier projects, but entire programmes that span multiple suppliers and internal functions. This requires a different level of planning, risk management, and stakeholder coordination.

Portfolio Management Principles · Advanced Risk & Dependency Management · Benefits Realisation Management

  • This quarter: Review our current project management methodologies. Are they fit for multi-supplier programmes?
  • Next 6 months: Consider a PMP or PRINCE2 certification, or an advanced course in programme management.
  • Within 9 months: Take on the leadership of a complex programme involving 3+ strategic suppliers and multiple internal teams.
  • Within 12 months: Develop and implement a new framework for managing multi-supplier programmes within your team.

Quick win: For your next complex project, create a detailed dependency map showing how different tasks and suppliers interact. This helps uncover hidden risks early.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences and seminars on supply chain innovation, procurement trends, and manufacturing technologies to stay ahead of the curve.
  • Actively participate in professional networks (e.g., LinkedIn groups, CIPS events) to share best practices and learn from peers.
  • Undertake leadership development programmes, focusing on coaching, change management, and strategic influence.
  • Seek out opportunities to mentor junior professionals, both within your team and across the organisation.
  • Engage in cross-functional projects that broaden your understanding of other business areas (e.g., product launch teams, cost reduction task forces).

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.

AI-Powered Strategic Foresight & Scenario Planning

Traditional forecasting and risk assessment are becoming too slow. AI can process vast amounts of data (geopolitical, economic, market, supplier-specific) to predict disruptions and identify opportunities much faster. As a Manager, you'll need to interpret these insights and build resilient strategies.

  • Predictive Analytics for Supply Chain
  • Generative AI for Scenario Modelling
  • Data Ethics & Bias in AI
  • Interpretable AI (XAI)

Leading Digital Transformation in Supplier Partnerships

Suppliers are increasingly adopting digital tools and automation. As a Manager, you'll need to guide your team in helping suppliers integrate their systems with ours, driving efficiency and transparency across the value chain. This isn't just about our internal tech; it's about our ecosystem.

  • API Integration & Data Exchange
  • Blockchain for Supply Chain Traceability
  • IoT & Sensor Data for Performance Monitoring
  • Cybersecurity Best Practices (Supplier-facing)

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Lean / Six Sigma (Black Belt or equivalent)
  • Total Cost of Ownership (TCO) Modeling & Application
  • Advanced Product Quality Planning (APQP) & PPAP Management
  • Supplier Auditing (QMS & Process Audits) - Programme Management
  • Strategic Sourcing & Category Management (Oversight)
  • Supplier Relationship Management (SRM) Framework Design

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. 1

    Senior Supplier Development Manager (Internal Promotion)

    3-5 years as a Senior SDM

    Skills to master

    • Leading complex, multi-supplier projects
    • mentoring junior team members
    • developing strong cross-functional relationships
    • building a track record of significant, measurable impact.

    You're ready to move on when

    • Successfully led 5+ strategic supplier development programmes with measurable outcomes.
    • Consistently sought out to mentor and guide less experienced colleagues.
    • Demonstrated ability to influence senior internal and external stakeholders without direct authority.
    • Proactively identified and mitigated significant supply chain risks.
  2. 2

    Lead / Staff Supplier Development Manager (Internal Promotion)

    2-4 years as a Lead SDM

    Skills to master

    • Architecting development strategies for entire commodities
    • managing a portfolio of projects
    • being the go-to technical expert
    • influencing at a broader functional level.

    You're ready to move on when

    • Designed and implemented a development strategy for a major commodity or supplier segment.
    • Recognised as the subject matter expert for complex supplier issues across the organisation.
    • Successfully managed a portfolio of 8-10 high-impact supplier development projects.
    • Consistently delivered significant cost savings or quality improvements through strategic initiatives.
  3. 3

    Procurement Manager / Category Manager (External/Internal)

    10-15 years total experience, with 5-8 years in a leadership role

    Skills to master

    • Broader category strategy, negotiation of large contracts, market analysis, P&L management, commercial acumen.

    You're ready to move on when

    • Deep understanding of commercial drivers and market dynamics beyond supplier development.
    • Proven ability to negotiate complex contracts with favourable terms.
    • Strong track record of managing supplier relationships from a commercial perspective.
    • Demonstrated leadership in cross-functional procurement initiatives.

15Where this role leads

The long view: This work can lead into senior procurement or supply chain leadership. That could mean a role such as VP of Procurement or VP of Supply Chain Operations. It can also lead into a wider operations role such as Chief Operating Officer.

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, Supplier Development is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • Head of Procurement Operations

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 Developing a procurement plan and optimising supplier and service provider performance in the workplace, worked against Manager, Supplier Development.

Developing a procurement plan and optimising supplier and service provider performance in the workplace Level 6

Applied to your work in Manager, Supplier Development

This unit aims to enable learners to analyse supply requirements, develop a comprehensive procurement plan aligned with project objectives, and monitor its implementation. Learners will also optimise supplier and service provider performance through effective contract management and performance monitoring to ensure efficient acquisition of goods and services.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 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 Manager, Supplier Development plan, free
See Your Progress Grow Illustration
Manager, Supplier Development
  • Lean / Six Sigma (Black Belt or equivalent)
  • Total Cost of Ownership (TCO) Modeling & Application
  • Advanced Product Quality Planning (APQP) & PPAP Management
  • Supplier Auditing (QMS & Process Audits) - Programme Management
  • Strategic Sourcing & Category Management (Oversight)
  • Supplier Relationship Management (SRM) Framework Design
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, Supplier Development is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director, Supplier Development & Quality

    3-5 years as Manager

    L6 (Director/VP)

    • Enterprise Risk Management Overseeing all supply chain risk, not just supplier-specific.
    • Global Programme Leadership Managing development programmes across multiple regions/geographies.
    • M&A Due Diligence & Integration Assessing and integrating supplier bases during acquisitions.
    • Policy & Governance Setting company-wide policies for supplier engagement and quality.

  2. Head of Procurement Operations

    4-6 years as Manager

    L6 (Director/VP)

    • Procure-to-Pay (P2P) System Ownership Overseeing the entire P2P process and systems.
    • Contract Management (Enterprise) Managing the lifecycle of all contracts across the business.
    • Spend Analytics (Advanced) Driving insights from total spend data to identify opportunities.
    • Shared Services Management Potentially leading a shared services model for transactional procurement.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, managing a team and a portfolio of complex supplier development programmes means a lot of admin, reporting, and chasing. What if you could free up your team—and yourself—from the mundane, so you could all focus on the truly strategic stuff? That's where AI comes in.

We're not talking about robots taking over your job. We're talking about smart tools that automate the tedious parts, give you better insights, and make your team more effective. For a Manager, this means less time compiling reports, more time coaching your team, and quicker, data-backed decisions. It's about working smarter, not just harder.

Automated Performance Dashboards

Imagine AI pulling all the OTD, PPM, and cost data from SAP, Coupa, and our QMS, then automatically populating a real-time dashboard for your entire supplier portfolio. You'll see trends, flag anomalies, and understand your team's collective impact at a glance, without anyone spending hours in Excel. This means you can focus on strategy, not data compilation.

Predictive Risk & Early Warning System

An AI engine continuously scans global news, financial reports, and even social media for your key suppliers. It generates real-time risk scores, alerting you to potential disruptions (e.g., factory fires, labour strikes, bankruptcy filings) before they hit. You'll get proactive alerts, allowing your team to mitigate risks before they become crises, giving you peace of mind.

Intelligent Programme Reporting & Summaries

AI can analyse your team's project updates, audit findings, and corrective action plans to generate concise, executive-ready summaries for your Director or other senior stakeholders. No more late nights trying to distill weeks of work into a few bullet points. This frees up your time for coaching and strategic thinking, and ensures consistent, high-quality reporting.

Smart Communication & Nudge-Bots

AI can draft and schedule polite but firm follow-up emails to supplier contacts for overdue Corrective Action Plans, or even internal team reminders. It can escalate the tone and CC relevant managers after a set number of unanswered nudges. This keeps your team's projects on track without constant manual chasing, letting them focus on deeper problem-solving.

Common questions

Common questions

How do you become a Manager, Supplier Development?

Common routes in include Senior Supplier Development Manager (Internal Promotion) (3-5 years as a Senior SDM), Lead / Staff Supplier Development Manager (Internal Promotion) (2-4 years as a Lead SDM) and Procurement Manager / Category Manager (External/Internal) (10-15 years total experience, with 5-8 years in a leadership role). Times vary with prior experience.

Where can a Manager, Supplier Development progress to?

This role can lead on to Director, Supplier Development & Quality (3-5 years as Manager) and Head of Procurement Operations (4-6 years as Manager), depending on the skills you build.

What new skills matter most for a Manager, Supplier Development?

Increasingly, AI-Powered Strategic Foresight & Scenario Planning and Leading Digital Transformation in Supplier Partnerships. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 5

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in procurement

Stay in the field you know and move sideways rather than up.
If you leave this industry

The skills built in this role transfer well to other manufacturing sectors, such as automotive, aerospace, medical devices or consumer electronics. They also apply to consulting work focused on supply chain and operational improvement. Improving supplier performance and building resilient supply chains matters across most industries.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

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 Manager, Supplier Development 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.