AVP, Procurement Center of Excellence

Become a part of our caring community   Procurement's ability to create enterprise value depends on more than sourcing and negotiation. It requires an integrated operating system of technology, processes, data, governance, analytics, talent and decision rights that enables the organization to move quickly, operate consistently, anticipate opportunity and scale with the business. The Associate Vice President, Procurement Center of Excellence will lead the enterprise capabilities that power Procurement performance. The AVP will own the Procurement technology portfolio; end-to-end process strategy and governance across sourcing, contracting and supplier management; analytics and insights; merger, acquisition and divestiture enablement; functional transformation; and the operating mechanisms that connect strategy, execution, adoption and measurable outcomes. The leader will establish a coherent, multi-year roadmap across technology, process, data, analytics, automation, artificial intelligence, controls and organizational capability. Working across Procurement, Finance, Accounts Payable, Technology, Legal, Contract Management, Risk, Compliance, Privacy, Information Security, Transformation, Corporate Development and business teams, the AVP will simplify how work enters and moves through Procurement, improve the stakeholder and associate experience, generate earlier and more actionable insight, and ensure investments deliver measurable value. This role requires more than governance and program oversight. The AVP will challenge fragmented processes, rationalize technology, translate business needs into scalable solutions, establish enterprise standards, intervene when delivery is at risk, and personally lead the most consequential transformation and integration priorities. Success will be measured by whether Procurement makes better decisions, executes faster, operates through scalable and adopted processes, derives greater value from technology and data, integrates acquisitions effectively, and creates substantially more capacity for strategic and commercial work. Key Responsibilities Architect the Procurement Operating Model ·    Serve as the executive responsible for the design, performance and continuous evolution of the Procurement operating model. ·    Translate enterprise strategy and Procurement priorities into an integrated roadmap across organization, process, technology, data, analytics, governance and capability. ·    Define how work is requested, prioritized, routed, executed, approved, measured and improved across the Procurement lifecycle. ·    Clarify decision rights, accountabilities, handoffs, service levels, escalation paths and governance across Procurement and partner functions. ·    Establish differentiated operating pathways based on value, complexity, risk, urgency and stakeholder need. ·    Identify structural friction, redundant activity, control gaps, manual work and capacity constraints, and mobilize solutions across organizational boundaries. ·    Create an operating system that enables Category Management, Supplier Management, Sourcing, Contract Management and business partners to function as an integrated enterprise capability. ·    Establish disciplined operating rhythms for strategic planning, portfolio prioritization, delivery reviews, performance management, risk escalation and executive decisions. Own the Procurement Technology Portfolio ·    Own the strategy, roadmap, governance, investment prioritization, adoption and value realization of the Procurement technology portfolio. ·    Establish a coherent platform architecture spanning intake and orchestration, sourcing, contracting, contract lifecycle management, supplier management, spend and performance analytics, risk integration, market intelligen