UK

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

Strategic Sourcing Specialist Manager

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports5-10 reports
  • Reports toDirector of Strategic Sourcing
  • UK framework levelUsually someone running a function, or a director

Also advertised as Group Category Manager · Head of Sourcing (IT/Marketing) · Procurement Manager · Principal Sourcing Strategist

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 7 NVQ Diploma in Construction Senior Management GQA Qualifications Limited · Level 7 · covers 1 of 10 standards
Qualifications Scotland Level 6 NVQ Diploma in Construction Contracting Operations Management Qualifications Scotland · Level 6 · covers 1 of 10 standards
Highfield Level 7 NVQ in Construction Senior Management (RQF) Highfield Qualifications · Level 7 · covers 1 of 10 standards
Highfield Level 6 NVQ Diploma in Construction Contracting Operations Management (RQF) Highfield Qualifications · Level 6 · covers 1 of 10 standards
ProQual Awarding Body Level 7 Vocationally-Related Qualification in Construction Management ProQual Awarding Body · Level 7 · covers 1 of 10 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 NOCN Level 6 NVQ Diploma in Construction Contracting Operations Management (Construction)
Implement, monitor and control strategic procurement systems in construction management GQA Level 7 NVQ Diploma in Construction Senior Management

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
Automation Fluency building AI into how work runs
Frontier Fluency the next wave, beyond mainstream AI
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Your Plan Illustration

Built for Strategic Sourcing Specialist Manager

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

  1. Implementing strategic and integrated supply chain management and sourcing partnerships in the workplace NOCN · covers 2 of 10 standards Level 6
  2. Implement, monitor and control strategic procurement systems in construction management GQA Qualifications Limited · covers 1 of 10 standards Level 7
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 Strategic Sourcing Specialist Manager?

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

  • Prompt Engineering & LLM Integration for Procurement
  • Advanced Predictive Analytics for Supply Chain Resilience
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 Strategic Sourcing Specialist Manager plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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3What this role really is

A Strategic Sourcing Specialist Manager leads a team that manages a large portfolio of spend categories. The job goes beyond finding good deals. It involves building a strategic sourcing function, developing the team, and making sure procurement is treated as a business partner rather than just a cost-cutter. This means setting the direction for categories, coaching the team through tough negotiations, and making sure strategies hold up across the business.

4What you'd actually use

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

ERP / P2P Suite (e.g., SAP Ariba, Coupa, Oracle Fusion) Strategic

You'll lead platform selection discussions, architect enterprise-wide process flows within the system, and oversee system integration with Finance and Legal. You're defining how your team and the business use these tools.

Spend Analytics (e.g., Sievo, Suplari, Power BI) Architect

You'll define the enterprise spend data strategy for your categories, set data governance standards, and present high-level insights to the C-suite to drive strategic decisions. You'll also audit your team's dashboard builds.

Contract Lifecycle Management (CLM) (e.g., Icertis, DocuSign CLM) Strategic

You'll own the relationship with the CLM vendor, design the end-to-end contract management process for your categories, and report on enterprise-wide contractual risk. You'll ensure your team is using the CLM effectively.

Supplier Risk Management (e.g., EcoVadis, Dun & Bradstreet) Strategic

You'll set the corporate supplier risk and sustainability policy for your categories, determine risk appetite, and manage the Procurement response to major supply chain disruptions. You'll guide your team on risk mitigation strategies.

Advanced Excel (Power Query, Pivot Tables, VBA) Strategic

You'll audit and validate complex financial models from your team, using Excel for high-level scenario planning, business case development, and strategic what-if analysis. You'll expect your team to be expert users.

Collaboration Tools (e.g., MS Teams, Slack, SharePoint) Strategic

You'll define the communication architecture for your procurement team and categories, championing the adoption of collaboration tools to improve efficiency and cross-functional working. You'll set the standard for how your team communicates.

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
Category Strategy Definition Supports by gathering market data and initial supplier research (reviewed by L3+). Proposes elements of category strategy for smaller, non-critical categories (reviewed by L3+). Develops and recommends comprehensive category strategies for specific workstreams (approved by L4/L5).
Supplier Selection & Contract Award Provides supplier data and supports RFx process (no decision authority). Recommends preferred suppliers for routine purchases within defined guidelines (approved by L3). Leads supplier selection for complex projects, makes recommendations to business owners (approved by L4/L5).
Team Hiring & Performance Management No involvement. No involvement, but may provide informal feedback on new joiners. Mentors junior colleagues, provides informal feedback to manager.
Budget Allocation (Procurement Dept.) No involvement. No involvement. No involvement.

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 Realised Cost Savings
The actual, hard savings your team delivers against budgeted spend for your assigned categories, verified by Finance.
Target · Achieve £5M - £15M in documented, hard savings annually across your team's portfolio.

Your team's IT software category strategy led to a renegotiation of a major licence agreement, saving £2.5M in Q2, contributing to the annual £10M target.

Spend Under Management (SUM) Improvement
The percentage of total spend in your categories that is actively managed through formal sourcing processes and contracts, rather than maverick spend.
Target · Increase SUM for your categories from 75% to 90% within the first 12 months.

By implementing new guided buying policies and consolidating suppliers in the Marketing category, your team brought an additional £8M of spend under management, reducing maverick purchases by 15%.

Days Payable Outstanding (DPO) Improvement
The average number of days it takes the company to pay its suppliers. Longer DPO means better cash flow for us.
Target · Improve DPO by an average of 10 days across your key suppliers through negotiation and contract terms.

After renegotiating terms with our top 5 IT hardware suppliers, your team secured Net-90 payment terms instead of Net-60, positively impacting working capital by roughly £1.2M.

Supplier Risk Reduction
The percentage decrease in spend with suppliers identified as 'high-risk' based on our internal risk assessment framework (e.g., financial stability, compliance, ESG factors).
Target · Decrease spend with high-risk suppliers by 20% year-over-year in your managed categories.

Your team identified a critical software vendor with a deteriorating financial health score and proactively sourced an alternative, mitigating a potential £3M disruption risk.

Team Development & Retention
How effectively you're coaching, mentoring, and developing your direct reports, leading to their growth and a positive team culture.
  • High team engagement scores (e.g., >80%), low voluntary turnover (e.g., <10%), at least 50% of your team members having clear development plans and progress reviews, successful internal promotions from your team.
Strategic Stakeholder Influence
Your ability to proactively engage, influence, and gain buy-in from senior business leaders for your category strategies and procurement initiatives.
  • You're consistently invited to business unit leadership meetings, your advice is sought on strategic decisions, business leaders champion your sourcing projects, positive feedback in 360-degree reviews regarding your collaboration and influence.
Category Strategy Effectiveness
The quality and long-term impact of the multi-year category strategies developed and executed by your team.
  • Strategies are well-documented and regularly reviewed, they consistently deliver against their objectives (beyond just cost savings), they're adaptable to market changes, and they're seen as robust and forward-thinking by senior leadership.
Process Improvement & Adoption
Your contribution to improving procurement processes and ensuring those improvements are actually adopted by your team and the wider business.
  • You've led at least one significant process improvement initiative (e.g., a new RFx template, a revised contract approval workflow), and there's clear evidence of its adoption and positive impact on efficiency or compliance.

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, giving constructive feedback, and celebrating their successes. You'll actively look for opportunities to delegate challenging tasks to help them grow. You'll feel a real sense of satisfaction when one of your team members nails a tough negotiation or gets promoted.

You've helped a junior specialist develop into a confident negotiator, leading to them successfully closing a £1M deal independently, and you feel a genuine pride in their achievement.

Driving Strategic Impact and Business Transformation

You're not content with just 'getting a deal done.' You're constantly thinking about how your category strategies can fundamentally change how the business operates, improves efficiency, or reduces risk. You'll enjoy presenting your vision to senior leaders and seeing your plans come to life.

You've successfully implemented a new supplier relationship management programme for a critical category, leading to joint innovation projects and a 15% reduction in lead times, which directly impacts our customer delivery.

Solving Complex Organisational Challenges

You thrive on untangling messy problems that involve multiple departments, conflicting priorities, and difficult suppliers. You enjoy the intellectual challenge of figuring out how to get everyone on board and deliver a solution that works for the whole organisation.

You've mediated a long-standing dispute between the Marketing and Legal teams over contract terms, finding a solution that satisfied both parties and allowed a critical campaign to launch on time.

What frustrates people
  • Having to constantly justify Procurement's value to senior stakeholders who still see us as a transactional function.
  • Dealing with 'maverick spend' that undermines your carefully crafted category strategies and negotiated contracts.
  • The slow pace of change within large organisations, especially when trying to implement new processes or technologies.
  • When your team's hard-won savings are absorbed into a business unit's budget and they take all the credit.
  • Managing underperforming team members, which takes up a significant amount of your time and energy.
  • The constant pressure to deliver more savings year-on-year, even when the 'low-hanging fruit' has long gone.
What this role does not give you
  • A quiet, predictable 9-to-5 job with no surprises. This role is dynamic, to put it mildly.
  • The ability to make decisions in a vacuum; you'll always need to build consensus and get buy-in.
  • A purely analytical role; you'll spend as much time on people management and stakeholder engagement as you will on spreadsheets.
  • Instant gratification; many strategic initiatives take months, if not years, to fully realise their impact.

8Who you work with

This role is critical for shaping our overall procurement strategy within specific high-value categories. You'll directly influence our P&L by driving significant cost savings and working capital improvements, typically in the multi-million-pound range. Beyond the numbers, you'll be building organisational capability by developing your team and establishing best practices that get adopted across the wider Procurement function. Your decisions will affect how we operate, how we manage risk, and how we innovate with our supply base.

Inside the business
  • CFO and Finance Leadership
  • Business Unit Heads (e.g., Head of IT, Head of Marketing, Head of Operations)
  • Legal Counsel
  • Finance Business Partners
  • Product Leadership
  • Sales Leadership
Outside the business
  • Strategic Suppliers (at the executive account management level)
  • Industry Analysts and Consultants
  • Procurement Technology Vendors
  • Key Industry Bodies

9What you need before you start

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

  • Demonstrable experience leading and developing a team of at least 3-5 direct reports in a procurement or commercial function.
  • Proven track record of managing complex, multi-million-pound spend categories and delivering significant, finance-verified savings.
  • Expert-level proficiency in the 7-step strategic sourcing process and category management methodologies, having applied them to diverse spend areas.
  • Extensive experience in leading high-stakes negotiations, including multi-party and international deals, with a strong understanding of commercial contract terms.
  • A deep understanding of financial analysis, TCO modelling, and business case development, with the ability to critically review and audit complex financial models.
  • Strong experience building and managing relationships with senior internal stakeholders (Head of Department level and above) and external strategic suppliers.
  • Familiarity with major ERP/P2P and CLM systems, understanding their strategic application in an enterprise environment.

10What to practise next

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

Procurement Technology Ecosystem Integration

Modern procurement relies on a suite of interconnected tools. As manager, you'll need to understand how our ERP, P2P, CLM, and Spend Analytics systems talk to each other (or don't). This is critical for data integrity, process efficiency, and maximising our investment.

API Integrations & Data Flows · Master Data Management (MDM) · System Roadmapping & Vendor Management

  • This month: Schedule meetings with our IT and Finance teams to map out the current data flows between our core procurement systems.
  • Next quarter: Review the documentation for our key procurement platforms (e.g., Ariba, Coupa) to understand their integration capabilities.
  • Month 3-6: Propose one specific integration improvement that would significantly benefit your team's efficiency or data quality.
  • Ongoing: Attend webinars or workshops on procurement technology integration best practices.

Quick win: Identify one manual data transfer process that could be automated or streamlined through better system integration. Start documenting the current state and ideal future state.

ESG (Environmental, Social, Governance) Sourcing & Reporting

ESG factors are no longer 'nice-to-haves'; they're critical for reputation, regulatory compliance, and investor relations. As a manager, you'll be responsible for embedding ESG considerations into your category strategies and ensuring your team can report on our progress.

Sustainable Sourcing Principles · Supplier Diversity & Inclusion · Carbon Footprint Measurement in Supply Chain · ESG Reporting Frameworks

  • This month: Review our company's current ESG report and identify areas where Procurement can make a greater impact.
  • Next quarter: Take an online course or certification in sustainable procurement or supply chain sustainability.
  • Month 3-6: Integrate specific ESG criteria into at least one of your team's upcoming RFx processes.
  • Ongoing: Engage with our Corporate Social Responsibility (CSR) team to understand evolving ESG priorities and reporting requirements.

Quick win: Add a mandatory 'ESG compliance' section to your team's standard supplier assessment questionnaire and start tracking supplier performance against these criteria.

11Staying current once you are in

What people here do to keep up
  • Actively participate in industry forums and professional networks (e.g., CIPS events, LinkedIn groups) to stay current on market trends and best practices.
  • Seek out opportunities to mentor junior professionals, both within your team and across the wider organisation.
  • Attend advanced negotiation workshops or leadership development programmes to continuously refine your skills.
  • Regularly read industry publications, analyst reports, and business books to broaden your commercial acumen and strategic perspective.
  • Engage with procurement technology vendors to understand emerging solutions and how they could benefit our organisation.

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.

Prompt Engineering & LLM Integration for Procurement

AI-powered language models are rapidly transforming how we process information, draft documents, and analyse data. Managers who can effectively integrate these tools into their team's workflow will see massive productivity gains and better strategic insights. Competitors are already using these to draft RFPs in minutes, not hours.

  • Advanced Prompt Design
  • RAG (Retrieval Augmented Generation) for Proprietary Data
  • AI Output Validation & Bias Detection
  • Ethical AI Use in Sourcing

Advanced Predictive Analytics for Supply Chain Resilience

The last few years have shown us how fragile global supply chains can be. As a manager, you'll need to move beyond reactive problem-solving to proactive risk prediction. This means using data to anticipate disruptions, forecast demand shifts, and optimise inventory, which directly impacts our operational stability and cost.

  • Machine Learning for Demand Forecasting
  • Risk Sensing & Early Warning Systems
  • Scenario Planning & Simulation
  • Digital Twin Concepts in Supply Chain

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • 7-Step Strategic Sourcing Process Mastery
  • Advanced Category Management
  • Total Cost of Ownership (TCO) Modelling & Auditing
  • Strategic Supplier Relationship Management (SRM)
  • Should-Cost Analysis Leadership
  • Contract Law & Risk Management

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

    Lead Sourcing Manager / Principal Category Strategist (Internal)

    3-5 years at L4

    Skills to master

    • Mastering multi-year category strategy development, leading the most complex negotiations, and providing informal mentorship to junior colleagues. You'll have proven you can operate autonomously on strategic initiatives.

    You're ready to move on when

    • Consistently exceeding category savings targets and delivering significant value.
    • Demonstrated ability to influence executive-level stakeholders and gain buy-in for strategic initiatives.
    • Track record of successfully leading cross-functional projects with minimal supervision.
    • Proactively identifying and developing solutions for complex, ambiguous procurement challenges.
  2. 2

    Senior Category Manager (External, Similar Industry)

    Coming from a similar role, 12-16 years total experience

    Skills to master

    • Bringing a proven track record of managing a portfolio of spend categories, leading a team, and driving strategic procurement initiatives in a comparable industry and company size. You'll already have the core managerial competencies.

    You're ready to move on when

    • Evidence of successfully managing a team of 3+ direct reports.
    • Documented history of delivering multi-million-pound savings and value creation.
    • Strong references from previous senior stakeholders and direct reports.
    • Clear understanding of the specific market dynamics and supplier landscape relevant to our categories.
  3. 3

    Management Consultant (Specialising in Procurement/Supply Chain)

    Roughly 10-15 years in consulting, with significant project leadership experience

    Skills to master

    • Translating consulting experience into direct operational leadership. This means moving from advising to executing, building and managing a team, and owning P&L responsibility. You'll need to adapt to our internal culture and processes.

    You're ready to move on when

    • Demonstrated experience leading large-scale procurement transformation projects.
    • Strong analytical and strategic thinking skills, honed through diverse client engagements.
    • Ability to quickly understand new industries and apply strategic sourcing principles.
    • Proven ability to manage complex stakeholder relationships and drive change.

15Where this role leads

The long view: This role can lead to running procurement for an entire organisation, or moving into wider supply chain or operations leadership.

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 Strategic Sourcing Specialist Manager is actually changing.

Where it leads

Roles this leads to

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 Strategic Sourcing Specialist Manager.

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

Applied to your work in Strategic Sourcing Specialist Manager

The objective of this unit is to enable learners to implement strategic and integrated supply chain management and sourcing partnerships by evaluating benefits and risks, agreeing on implementation with stakeholders, aligning systems for effective communication, and monitoring and controlling supply chain arrangements.

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 Strategic Sourcing Specialist Manager plan, free
See Your Progress Grow Illustration
Strategic Sourcing Specialist Manager
  • 7-Step Strategic Sourcing Process Mastery
  • Advanced Category Management
  • Total Cost of Ownership (TCO) Modelling & Auditing
  • Strategic Supplier Relationship Management (SRM)
  • Should-Cost Analysis Leadership
  • Contract Law & Risk Management
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

Strategic Sourcing Specialist Manager is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director of Strategic Sourcing (L6)

    3-5 years in the Manager role

    This is a significant step up, moving from managing a portfolio of categories to setting the entire sourcing strategy for a large business unit or region. You'll manage other managers and be accountable for a much larger spend portfolio (multi-billion £).

    • Global Sourcing Strategy Developing and implementing sourcing strategies that span multiple regions and countries.
    • M&A Due Diligence & Integration (Procurement) Leading the procurement aspects of mergers and acquisitions, from due diligence to post-merger integration.
    • Advanced Financial Modelling & P&L Ownership Managing a much larger P&L, making strategic investment decisions, and driving enterprise-wide financial impact.
    • External Representation Representing the company in industry bodies, conferences, and with key strategic partners at a very senior level.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, managing a sourcing team and a complex category portfolio means you're always juggling. The good news is, AI isn't just for the junior folks anymore. As a manager, you can use these tools to free up your team's time, get better insights, and focus on the truly strategic work that moves the needle.

Imagine your team spending less time on tedious tasks and more time on high-value activities like complex negotiations, supplier innovation, and deep stakeholder engagement. That's the promise of AI in procurement. It's not about replacing people; it's about making your team smarter, faster, and more impactful.

RFx Orchestration & Quality Control

AI can draft initial RFx documents for your team by analysing past successful projects and business requirements. As a manager, you'll then use AI to quickly review and 'score' the quality and completeness of your team's RFx outputs, ensuring consistency and adherence to best practices before they go out. It's like having an instant quality assurance check on every document.

Proactive Spend Anomaly & Opportunity Detection

Instead of waiting for your team to manually trawl through spend reports, AI continuously monitors all spend data. It'll flag maverick spend, price variances, and potential duplicate payments across your categories, giving you and your team actionable insights in real-time. You'll get a dashboard showing exactly where the biggest savings opportunities are, allowing you to direct your team's efforts more effectively.

Strategic Supplier Vetting & Risk Monitoring

When your team is looking for new suppliers, AI can rapidly scan global databases, news, and financial reports to generate qualified long-lists and perform initial risk screening (sanctions, financial health, adverse media). As a manager, this means you get a much richer, pre-vetted pipeline of potential partners, and you can proactively monitor the risk profiles of your entire supply base, getting alerts before problems escalate.

Enhanced Negotiation Strategy & Coaching

AI can create a 'negotiation playbook' for your team on demand, analysing supplier proposals against your internal cost models and historical data. It'll highlight discrepancies, suggest potential trade-offs, and even draft talking points. For you, this means you can quickly review and critique your team's negotiation plans, providing more targeted coaching and ensuring they're always going into a discussion with the strongest possible hand.

Common questions

Common questions

How do you become a Strategic Sourcing Specialist Manager?

Common routes in include Lead Sourcing Manager / Principal Category Strategist (Internal) (3-5 years at L4), Senior Category Manager (External, Similar Industry) (Coming from a similar role, 12-16 years total experience) and Management Consultant (Specialising in Procurement/Supply Chain) (Roughly 10-15 years in consulting, with significant project leadership experience). Times vary with prior experience.

Where can a Strategic Sourcing Specialist Manager progress to?

This role can lead on to Director of Strategic Sourcing (3-5 years in the Manager role), depending on the skills you build.

What new skills matter most for a Strategic Sourcing Specialist Manager?

Increasingly, Prompt Engineering & LLM Integration for Procurement and Advanced Predictive Analytics for Supply Chain Resilience. 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 6

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 strategic thinking, negotiation, people leadership and commercial skills built in this role transfer well. Manufacturing, retail and pharmaceuticals all need the same approach, and the same skills apply to broader commercial or operational leadership roles. The core principles of strategic sourcing hold 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 Strategic Sourcing Specialist Manager 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.