Senior Director, Commodity Management

Position Summary We are seeking a transformational leader to build and lead the next generation of Commodity Management. This role extends beyond traditional sourcing, supplier management and commercial negotiations. The successful candidate will translate commodity, technology, market and supplier intelligence into strategies that influence product, manufacturing, investment, and business decisions while integration supplier capability, capacity readiness, risk, and financial performance. The senior Director will lead a global organization responsible for strategic direct-material commodities. The role requires a leader who can drive supply assurance, cost competitiveness, supplier innovation and organizational transformation while building new capabilities in analytics, automation, supplier intelligence and risk management. Key Responsibilities Commodity Strategy and Market leadership • Develop and execute multi-year commodity strategies aligned to company growth, technology, product, manufacturing, and financial roadmaps. • Anticipate market shifts, supply-demand imbalances, technology transitions, capacity concentration and supplier investment cycles. • Translate external market and ecosystem intelligence into differentiated sourcing and business strategies that deliver sustainable competitive advantage • Build executive-level supplier relationship and influence technology, capacity, capital-allocation and expansion roadmaps. • Lead strategic sourcing and investment recommendations that balance cost, continuity, technology access, capability, capacity and business risk Supply Assurance and Risk Leadership • Establish a proactive, portfolio-based approach, portfolio-based approach to multi-tier supply resilience and supplier risk management. • Develop visibility into critical sub-tier dependencies, capacity constraints, geopolitical exposure, and qualified alternative-source readiness • Lead responses to market disruptions, capacity constraints, geopolitical events, technology migrations and supplier performance challenges • Build predicative signals and demand scenarios that quantify risk and enable action before business impact • Drive multi-tier continuity, capacity-assurance, and resilience plans with clear ownership and measurable outcomes Technical and Supplier Capability Leadership • Partner with engineering, Quality, Manufacturing, Operations and product teams to align supplier capabilities and innovation roadmaps with long-term business needs. • Integrate technical, manufacturing, quality, commercial, and ecosystem perspectives into sourcing and supplier decisions. • Accelerate supplier adoption of new technologies, materials, manufacturing capabilities, and scalable capacity. • Establish mechanism linking supplier innovation, process capability and execution to product, speed-to-market, and business outcomes • Build strategic partnerships across suppliers, manufacturing and technology partners, consortiums, and emerging entrants to create differentiated value Commercial and Value-Creation Leadership • Lead complex commercial negotiations, long-term agreements, and executive supplier business reviews. • Develop fact-based negotiation strategies using market intelligence, supplier economics, cost models, and should-cost frameworks. • Deliver measurable productivity, cost optimization, cost avoidance, and margin-improvement outcomes. • Balance immediate financial objective with technology access, supply resilience, quality and total business value Analytics and Digital Transformation • Build an intelligence-driven operating model that improves the speed, quality, and consistency of sourcing and supply decisions • Develop market and supplier intelligence, cost model, predictive signals, and scenario-planning capabilities that enable earlier action. • Develop a commodity control-tower capability integrating supplier, market, operational and financial signals. • Use AI, analytics and automation to replace fragmented manual processes with standardized , scalable decision workflows. • Tie digital investment to measurable decision, adoption, productivity, resilience, and value-creation outcomes Organizational Leadership • Define and build the future operating model for a high-performing global Commodity Management organization • Establish clear organizational design, accountability, governance, decision rights, analytics capabilities, and talent strategy • Develop future leaders capable of managing complex global portfolios and leading through ambiguity • Attract, Coach, and retain strong technical and commercial talent while maintaining clear performance expectations. • simplify processes, remove organizational friction, and foster accountability, innovation learning and execution excellence Executive influence and Cross-functional Leadership • Translate commodity, technology, supplier and market intelligence into recommendations that influence product, manufacturing and business strategy • Partner with executive leadership to evaluate strategic investments, ecosystem opportunities, and long-term competitive positioning. • Lead cross-functional initiatives where objectives are not naturally aligned and formal authority is limited • Frame complex choices and external market realities in clear business terms, driving alignment through data, insight, and decisive recommendations. Measure of success The successful leader will demonstrate measurable progress in the following areas: Strategic Impact: • Multi-year commodity, capacity, and investment strategies are translated into funded actions and measurable business outcomes • Portfolio concentration and multi-tier exposure are reduced through production-ready alternatives and stronger ecosystem resilience • Competitive leverage improves through supplier innovation, technology access and sourcing-model differentiation Supply Assurance and Supplier Capability: • Supplier disruptions and recov…