Digital Procurement Enablement & Governance Lead

Role Purpose

The Digital Procurement Enablement & Governance Lead serves as the business owner and orchestrator of procurement’s digital ways of working—focused on process governance, platform enablement, adoption, and performance outcomes across supplier lifecycle, contracting, sourcing intake, and procurement execution.

This role is intentionally designed for a leader with strong program, process, and change leadership experience who can translate business needs into scalable digital capabilities, partnering closely with Procurement, Legal, Finance, IT, and Procurement Operations.

This role focuses on designing the operating framework, governing standards, enabling adoption, and driving measurable outcomes.

Primary Areas of Responsibility

1. Supplier & Third‑Party Enablement Framework

• Define and govern the end‑to‑end supplier and third‑party enablement framework, from onboarding through ongoing maintenance and exit.
• Establish clear process ownership, decision rights, and governance across Procurement, Finance, Risk, and Master Data.
• Ensure onboarding and enablement processes support compliance, risk visibility, and data quality while minimizing manual effort.
• Partner with functional owners to identify systemic issues and drive continuous improvement.
• Monitor supplier enablement performance through defined KPIs and adoption metrics.

2. Contracting Process & Governance Enablement

• Define and govern the end‑to‑end supplier contracting processes, standards, and governance in partnership with Legal and other business stakeholders.
• Define and maintain contracting workflows, approval models, metadata standards, and operating principles.
• Ensure contract data is usable for reporting, audit readiness, and downstream procurement execution.
• Identify opportunities to reduce cycle time, risk, and non‑standard contracting behaviors through process design and enablement.
• Track and report contract performance indicators (cycle time, renewals, expirations, compliance trends).

Primary Areas of Responsibility (Continued)

3. Digital Procurement Platform Enablement

• Act as the primary business interface for procurement digital platforms (e.g., SAP Ariba modules, CLM tools, intake solutions).
• Own the business process design, governance model, and adoption strategy—not technical configuration.
• Partner closely with IT on platform enhancements, integrations, and roadmaps, ensuring solutions align to procurement’s operating model.
• Serve as the escalation point for systemic design gaps and adoption barriers.
• Ensure platforms support standardized processes and reduce workaround behaviors.

Primary Areas of Responsibility (Continued)

4. Intake, Orchestration & Process Optimization

• Design and continuously improve the intake‑to‑execution framework across sourcing, contracting, and purchasing.
• Clarify how workflows move across teams, tools, and decision points.
• Identify manual handoffs, bottlenecks, and compliance gaps; partner with Operations, IT or others on solutions.
• Drive simplification and standardization using Lean and continuous improvement principles.

5. Portfolio Management, Analytics & Insights

• Define KPIs and success measures across supplier enablement, contracts, intake, and platform adoption.
• Partner with Data and IT teams to enable reliable reporting and insight generation.
• Translate insights into prioritized process, platform, and policy improvements.
• Support leadership with clear, outcome‑based views of procurement digital performance.

6. Change Leadership & Stakeholder Engagement

• Serve as the central point of coordination for procurement digital ways of working.
• Lead adoption, training, and change management for new processes and capabilities.
• Develop as necessary and maintain standard work, documentation, and enablement materials.
• Influence across Procurement, Legal, Finance, IT, and the business without formal authority.

What Success Looks Like

• Procurement processes are clear, governed, and consistently followed.
• Supplier onboarding and contracting are standardized, scalable, and increasingly automated.
• Digital platforms are enabling the operating model—not creating workarounds.
• Stakeholders understand how to engage procurement digitally and where ownership resides.
• Adoption, quality, and outcomes improve year over year.
• The role increasingly operates as a procurement digital program owner, with potential to evolve into a broader product or team leadership role.

Required Qualifications & Experience

• Bachelor's in Business Administration, Finance or related field
• MBA with concentration in Supply Chain Management, preferred
• Minimum 5 years experience in procurement and strategic implementations in manufacturing
• Strong understanding of end‑to‑end procurement and supply chain processes.
• Experience in program leadership, process ownership, or business enablement roles.
• Demonstrated ability to design and govern enterprise processes and operating models.
• Experience partnering with IT on platform implementation, enhancement, or adoption.
• Proven track record driving change, adoption, and measurable business outcomes.
• Strong analytical skills with experience defining KPIs and using insights to drive improvement.
• Lean, continuous improvement, or project/program management credentials preferred.
• Six Sigma certification, preferred

Deep hands‑on system configuration expertise is not required; the role prioritizes business leadership, governance, and learning agility.

Role Positioning

This role is designed as a senior individual contributor / program leader, operating with significant autonomy and enterprise visibility. Over time, as procurement digital maturity grows, the role is expected to scale into broader product ownership or team leadership.