Director of Procurement - Strategic Sourcing (Direct Materials)

Job description

We are the people who give possibilities purpose BD is one of the largest global medical technology companies in the world. Advancing the world of health™ is our Purpose, and it’s no small feat. It takes the imagination and passion of all of us—from design and engineering to the manufacturing and marketing of our billions of MedTech products per year—to look at the impossible and find transformative solutions that turn dreams into possibilities. Job DescriptionWe are the makers of possible BD is one of the largest global medical technology companies in the world. Advancing the world of health™ is our Purpose, and it’s no small feat. It takes the imagination and passion of all of us—from design and engineering to the manufacturing and marketing of our billions of MedTech products per year—to look at the impossible and find transformative solutions that turn dreams into possibilities. We believe that the human element, across our global teams, is what allows us to continually evolve. Join us and discover an environment in which you’ll be supported to learn, grow and become your best self. Become a maker of possible with us. Role Description: The Director of Procurement - Strategic Sourcing (Direct Materials) leads global category strategies and teams across the Americas, EMEA, and Asia for direct materials categories representing $1B+ in annual spend. This role delivers measurable outcomes in quality, service, total cost, supply continuity, innovation, and responsible sourcing. Summary - Main Purpose of the Position Reporting to the Sr. Director – Direct Procurement, this role develops and maintains leading-edge global and regional sourcing strategies, governance, and an optimized supply base for assigned direct materials categories. Suppliers span global, regional, and local partners that support the manufacturing of BD’s medical technology products. The Director leads the creation and execution of multi-year strategies and initiatives to improve quality, service, total cost, supply continuity, innovation, and responsible sourcing across the category supply base. In addition, the Director builds market intelligence capabilities (tools, data, and processes) to sense and model market dynamics, assess risk and opportunity, and refresh strategies as conditions change. The Director also co-owns BD’s Scope 3 (carbon) emissions strategy for product and materials transport in partnership with Integrated Supply Chain leadership. This is a global leadership role with responsibility for selecting, developing, and coaching a diverse team of experienced sourcing professionals. The Director advances team capability in spend management, strategy development, budget/forecast support, supplier performance management, and risk sensing and mitigation—while building strong stakeholder partnerships across functions and regions. Primary Responsibilities and Duties % of time (estimated) 20% – Lead, coach, and develop team members; build capability and succession depth. 25% – Translate business and stakeholder needs into aligned category strategies and execute across geographies, business units, and key partners. 40% – Lead value-based Supplier Relationship Management (SRM): supplier segmentation/stratification, performance management, joint business planning, and a steady cadence of continuous improvement with cross-functional implementation. 15% – Partner with stakeholders (Engineering, Finance, Quality, Operations, and BU Procurement leaders) to advance scalable processes, standards, analytics, and automation that strengthen procurement operational excellence. Scope of Responsibility: Strategic Orientation: For the assigned group of categories, the Director ensures that: • Global category teams are formed (including stakeholders, regional procurement, and business unit procurement) and strategies are communicated, aligned, and executed • Strategies reflect business requirements and external market conditions and translate into 3–5 year roadmaps (value delivery, risk reduction, service/quality improvements, and—where applicable—sustainability and innovation) • Market and internal sensing (data, analytics, and stakeholder input) informs strategies, and strategies are refreshed as conditions change • Value delivery from category strategies is translated into business-aligned targets and is tracked and reported through standard tools and governance • Supplier selection and award decisions align to the category strategy, follow appropriate approvals, and are communicated clearly to stakeholders • Stakeholder engagement plans are established and managed to align priorities across internal and external supply chains • Clear governance, operating cadence, and standardized processes are established, maintained, and continuously improved Sphere of Influence: For this group of categories, the Director: • Holds year-over-year financial accountability for productivity and value delivery • Leads negotiation strategy, negotiations, and supplier contracting • Leads and coordinates Supplier Relationship Management (SRM) activities across the category supply base • Develops and maintains category risk mitigation plans, including business and functional compliance requirements • Ensures supply base compliance for assigned scope, including adherence to corporate policies, applicable regulations, and responsible sourcing/reporting expectations • Ensures proper application of the source-to-pay process (from sourcing through contracting and purchasing), including end-user support content and preferred payment methods • Monitors stakeholder performance metrics influenced by supplier performance and drives corrective actions as needed As a member of the Procurement organization, the Director contributes to functional governance, operational excellence, strategy, and source-to-pay process improvements. The Director may also lead one or more cross-functional initiatives and is accountable for implementation and results. Example of team(s) membership/leadership Integrated Supply Chain, Functional Leadership Teams, Extended Global Procurement Leadership Team Examples of internal (BD) contacts: Corporate and business leadership; Operations and functional leaders; central, regional, and site procurement; Engineering; Finance; Quality; implementation leaders; shared services (as applicable). Examples of external (outside of BD) contacts: Suppliers; industry groups; government entities; regulatory 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 provide 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: • Drives near-, mid-, and long-term third-party value across a substantial portion of BD’s supply base. The team develops strategies for $1B+ in annual spend and delivers $50MM+ in annual value. • Budget responsibilities: accountabl