Strategic Supplier Manager

Business Introduction GSK remains committed to achieving bold commercial ambitions for the future. By 2031, we aim to deliver £40 billion in annual sales, leveraging our existing strong performance momentum to significantly increase our positive impact on the health of billions of patients globally. Our Ahead Together strategy is centred on early intervention to prevent and alter the course of disease, thereby protecting people and supporting healthcare systems. Our diverse portfolio consists of vaccines, specialty medicines, and general medicines. Through continuous innovation and a dedicated focus on scientific and technical excellence, we strive to develop and launch new, groundbreaking treatments that address critical health challenges. Job Purpose  The Strategic Supplier Manager maximises the value DPTF obtains from its strategic technology suppliers and managed service partners. The role manages those relationships, runs the supplier governance and performance review cycle, holds partners to their committed outcomes, and identifies where partner capability can be used more effectively to accelerate delivery and reduce manual effort. The role carries direct accountability for the relationships in its portfolio. Procurement and Legal own contractual and commercial negotiation, and this role supplies the performance, value and risk evidence behind it; the platform and product domains own the demand for supplier capability. It partners with the Technology Performance Manager where services span internal teams and partner-delivered capability, and with Business Operations and Finance on spend and commercial position. Key Responsibilities •        Manage the relationships with DPTF's strategic technology suppliers and managed service partners, acting as the senior point of contact for performance and value. •        Develop and maintain a supplier strategy for each strategic partner, setting out what GSK expects from the relationship over time in capability, performance, commercial terms and risk, and reviewing it as the partnership evolves. •        Run the supplier governance cycle, including operational reviews, quarterly business reviews and executive reviews, ensuring each has a clear agenda, a supporting evidence base and agreed actions. •        Hold suppliers to their committed outcomes, SLAs and OKRs, measured on the same basis as internally delivered work. •        Drive value realisation from supplier partnerships, tracking what was committed commercially and operationally against what has been delivered. •        Identify opportunities to use partner capability more effectively, including where suppliers can accelerate delivery, reduce toil or provide capability GSK does not hold internally. •        Support contract and partnership optimisation led by Procurement, providing the performance and value evidence needed for renewal, renegotiation and consolidation decisions. •        Work with the Technology Performance Manager to assess end-to-end performance where delivery and service span internal teams and supplier-provided capability. •        Escalate and resolve supplier performance issues, agreeing remediation plans and holding partners to them through to closure. •        Maintain visibility of the strategic supplier landscape, including scope, spend, dependency and concentration risk, and coordinate supplier demand across the platform and product domains so that each partner meets one consistent GSK position instead of several. •        Support Procurement and Legal in commercial and contractual negotiation, supplying the performance, value and risk evidence on which their position is built, and manage supplier risk, compliance and business continuity, including exit and transition arrangements. •        Use