Reporting to the Vice President Procurement, the Senior Director Global Strategic Sourcing - Supply Chain Procurement directs the development and maintenance of leading edge global and regional sourcing strategies, governance, and tailored vendor bases for the assigned group of categories. The associated vendors are a mix of global, regional, and local and are critical to the flow of BD’s life-saving medical technology products.  

The Position oversees the creation and execution of strategies and projects with the complete vendor base to drive significant performance improvements in Quality, Service, Total Cost, Risk Management, Innovation, and Responsible Sourcing in the assigned categories. Categories of responsibility include Freight (Air, Ocean, Parcel, Intermodal, and Over-the-Road), Warehousing and Distribution (3PL and 4PL contracts. DC & WH consumables, capital equipment, automation partners) and Supply Chain related software and systems.

In addition to category strategy and execution in these areas, the Sr Director is also responsible for developing and maintaining a suite of tools and processes which sense, model, assess and inform in the markets related to his/her categories. The Sr. Director co-owns the BD Scope 3 (carbon) emissions strategy related to product and materials transport along with Supply Chain leadership.

The Sr. Director’s scope is global and covers Inbound, Intracompany, and outbound materials and products. The leader is responsible for the selection, development, allocation, and evaluation of a diverse team of seasoned sourcing and analytics professionals and developing these professionals providing support and guidance advancing team capabilities in spend penetration, sourcing strategy development, risk sensing and mitigation, budget forecasting, source plan creation, ongoing supplier relationship and risk mitigation and keen focus on the continued development of commercial acumen and strong stakeholder alignment and engagement. This team is coordinated in a well-structured and organized governance and collaborative, inclusive, environment.  

Primary Responsibilities and Duties  

% of Time (estimated)  

20% - Leading, coaching, and developing team members  

25% - Corporate + stakeholder intake, and translation into aligned category strategies including effective execution across geographies, business segments, and key partners.  

40% - Value-based Supplier Relationship Management guiding the team in coordinating across Procurement, Quality, and Operations and other stakeholders to develop category (and where appropriate, geographical and business segment specific) supplier stratification, development, and partnering approaches ensuring good performance management, program management and resource allocation. Steady rhythm of continuous improvement initiatives and managing cross-functional implementation.  

15% - Engaging with the Stakeholders, Procurement CoE, Finance, Quality, and peer Procurement leadership advancing development and adoption of thoughtful processes, models, systems, standards, measures, benchmarks, and automation continually advancing Procurement Operational Excellence.  

Scope of Responsibility:  

Strategic Orientation:  

For the assigned group of categories, the Sr. Director ensures that: 

• Global category teams are formed, inclusive of stakeholder and regional Procurement and Supply Chain input; are functional and effective, and that resulting strategies are communicated, aligned, and executed  

• Category strategies are inclusive of regional business requirements, reflective of external regional market conditions and supply practices and result in three-to-five-year roadmaps of savings and value streams, and where appropriate, sustainability and innovation opportunities  

• Internal and external sensing occurs, supporting models and analytics developed, and strategies are refreshed as needed  

• Savings and value streams from category strategies get built into Class I and Class II commitments at the business and/or function level and reported in proper tracking tools and systems  

• Supplier selection is consistent with the needs of the sourcing strategies and that supplier selection is approved by the appropriate stakeholders and communicated appropriately to the end user community  

• Responsible strategic stakeholder engagements are planned and managed to ensure alignment of activities across the internal and external supply chains  

• Appropriate business governance, cadence, and process are developed and well maintained and executed.  

• Real Supply Chain and Business Unit Planning is being refreshed and revisited with BU and Regional Supply Chain Leadership on at least an annual basis (including C-suite stakeholder alignment as appropriate.)  

Sphere of Influence:  

For this group of categories, the Senior Director:  

• Has year-on-year financial accountability for group of categories with respect to price movement  

• Is accountable for negotiation planning, negotiation, and contracting with suppliers  

• Is responsible for leading and coordinating Supplier Relationship Management activities across the assigned group of categories  

• Has accountability for developing and maintaining risk mitigation plans inclusive of compliance for assigned group of category(ies) with businesses or functions  

• Ensures optimal supply base compliance for assigned scope including compliance to corporate procedures and all legislation driven and socially responsible reporting requirements  

• Ensures proper application of the source to pay process, inclusive of customer-centric support content and preferred payment methods, as part of sourcing strategies  

• Monitors internal stakeholder performance metrics which are (relevant) supplier driven  

The Sr. Director also contributes to overall functional governance, operational excellence, strategy and procure to pay (PTP) process improvements. The Sr. Director may be assigned one or more functional strategy elements or PTP process improvements to lead and implement.  

Example of team(s) membership/leadership  

Business Operations or Functional Leadership Teams, Extended Global Procurement Leadership Team  

Examples of internal (BD) contacts:  

Broadly, Corporate, Business, Operations and Functional Leadership, Procurement Directors / Managers, Procurement Leadership centrally and regionally, implementation leaders, business partners, and, where applicable - Regional Shared Service Centers, Site Procurement and Quality.  

Examples of external (outside of BD) contacts:  

Suppliers, Industry Groups, Government Entities, Regulating Bodies 

Degree of Accountability:  

Accountable for:  

• The overall management of an assigned group of categories through the creation and maintenance of multi-year sourcing and business continuity strategies and their associated contract & project pipelines and source plans. Savings pipelines which in aggregate provides a return on spend meeting or exceeding corporate objectives  

• Ensuring active cross functional teams' cadence in proactive risk identification and risk prevention, mitigation, and retirement  

• Ensuring that all categories / sourcing strategies consider and address relevant aspects of the source-to-pay process aligned to corporate cash management objectives  

• Ensuring global category and supplier development team effectiveness, performance, development and retention  

• Promoting the establishment of long-term cooperative relationships (through supplier relationship management) with key suppliers and ensuring that all suppliers are treated in a professional, ethical, accountable, and fair manner  

• Further BD total quality mindset through Supplier Development Managers who conduct commercial and quality systems assessments of key BD suppliers, identify, and quantify opportunities and drive joint improvement activities  

Financial Impact:  

• Achieves substantial near, mid and long-term third-party value results across a substantial portion of the BD supply base. Responsible team leads the strategy creation of over $800M in annual spend and achieve annual value delivery.  

• Budget Responsibilities: Accountable for group results and delivery against functional goals. Improves BD's financial position through cost savings, non-price value opportunities and price movement / inflation management and proper standard costs  

Impact on Cost:  

• Maintains strong relationships with assigned business(es), function(s), and regional stakeholders. Engage and influence Finance partners in to drive proper quantification and visibility of financial impacts in the respective budgets through communication and consensus on strategies and processes  

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