Strategic Sourcing Manager

Mission Alignment (GSP “Definition of Winning”)

• Value Capture: deliver holistic value (cost reduction/avoidance, speed, quality, and operational effectiveness).

• Client Journey: deliver a seamless stakeholder experience with clear ownership, predictable cycle times, and reduced friction.

• Risk Management:proactivelyidentify, assess, and mitigate third‑party and supply risks within sourcing and contracting activities.

• OptimizeCapability: strengthen procurement capability through standards, coaching, and adoption of digital/AI-enabled ways of working.

Key Responsibilities

1) Strategic Sourcing Execution (Tiered Delivery)

• Lead and execute Tier 2 sourcing engagements (complex/cross‑regional/repeatable) with accountability fordeliveryquality, leverage, and cycle time.

• Support Tier 1 sourcing engagements by providing sourcing leadership, RFx architecture, analytics, and negotiation support within category guardrails.

• Translate category strategy into executable sourcing wave plans and event strategies (RFIs/RFPs/RFQs, auctions, market tests, negotiation approach).

• Drive disciplined project governance from intake through award and handoff; ensure consistent documentation and audit trail.

2) Commercial & Negotiation Leadership

• Develop fact‑based negotiation strategies (TCO, should‑cost, benchmarking) and lead supplier negotiations to deliver approved value outcomes.

• Partner with Category Management on positioning, trade‑offs, and escalation decisions when supplier, value, or risk profiles change.

• Coordinate contract strategy with ContractingCoE/Legal; ensure use of templates, playbooks, and approved fallback positions for standard terms.

• Support Value Capture governance (e.g., baseline/benchmark alignment and savings outcome validation) in partnership with Finance.

3) Pipeline & Delivery Management

• Manage assigned sourcing pipelines aligned to category wave plans; prioritize work by complexity, risk, business criticality, and enterprise value.

• Anticipate capacity constraints and proactively coordinate resourcing withSCoEleadership to protect cycle time and stakeholder commitments.

• Track progress,identifyblockers, and drive rapid escalation/resolution; ensure transparency through dashboards, cadence reviews, and status updates.

4)SCoEEnablement, Coaching & Quality Assurance

• Coach and mentorSCoEpractitioners on category‑specific execution standards, negotiation tactics, and stakeholder communications.

• Own continuous refinement of sourcing playbooks, templates, scorecards, and QA standards; ensure global consistency with room for regional nuance.

• Build repeatable sourcing capabilities (training, lessons learned, knowledge base contributions) and strengthen the internal talent pipeline.

5) Stakeholder Partnership & Cross‑Functional Leadership

• Serve as the primary sourcing execution interface for Category Leaders and key stakeholders during active sourcing initiatives.

• Drive alignment across cross‑functional partners (Legal, Finance, Risk/TPRM, Operations) to accelerate decisions and reduce handoffs.

• Support stakeholder engagement practices (BRM/SRM execution in partnership with the central program offices) with consistent messaging and value storytelling.

6) Governance, Compliance & Risk Controls

• Embed policy adherence, sourcing governance, and risk controls into sourcing work (supplier due diligence, TPRM triggers, compliance checkpoints).

• Ensure sourcing work is executed using approved buying channels and standard processes; minimize exceptions and document rationale when needed.

• Escalate risks early (supply continuity, regulatory/compliance, cyber/operations, financial health) and coordinate mitigation plans with risk owners.

7) Digital, Analytics & AI‑Enabled Ways of Working

• LeverageeSourcing, contract lifecycle management, and analytics tools to drive faster cycle times and better decision quality.

• Adopt AI-enabled approaches for research, drafting, analysis, and workflow acceleration whilemaintaininggovernance and controls.

• Identifyautomation opportunities for low‑value work and partner with Process/Technology teams to scale improvements.

Required

• Bachelor’s degree in Supply Chain, Business, Engineering, Finance, or a related field (or equivalent practical experience).

• 7+ years of progressive experience in strategic sourcing, procurement, category execution, or commercial contract negotiations.

• Proventrack recordleading complex sourcing events (RFx/auctions), negotiating high‑value agreements, and delivering measurable outcomes.

• Strong commercial acumen including TCO/should‑cost analysis, benchmarking, and the ability to translate insights into negotiation strategy.

• Ability tooperateeffectively in a global, matrixed environment with multiple stakeholders and time zones.

Preferred

• Experience in semiconductor or high‑tech indirect procurement environments (facilities, IT, technical services, labor/services, or adjacent categories).

• Experience working in/with center‑led procurement operating models and shared service/CoEdelivery engines.

• Professional certifications (e.g., CPSM, CIPS, CPM) and/or MBA/MS in a relevant discipline.

• Demonstrated change leadership and process improvement experience (Lean/Six Sigma, design thinking, or similar).

Core Competencies (What “Great” Looks Like)

• Strategic sourcingleadership:designs the right sourcing approach for the business problem; balances speed with rigor.

• Negotiation excellence: drives outcomes through preparation, fact‑base, and influence; manages trade‑offs inside guardrails.

• Stakeholder leadership: earns trust as a commercial advisor; communicates crisply; manages escalations without drama.

• Analytical strength: builds and explains cost models; sees patterns; uses data to make decisions and challenge assumptions.

• Governance & riskdiscipline:protects Applied through compliance, documentation, and proactive risk identification.

• Coaching mindset: raisescapabilityof the broader team through standards, QA, and mentorship.

Success Measures (Sample)

• Value delivery: verified cost savings/cost avoidance and other quantified value outcomes aligned to category value targets.

• Cycle time & service levels: improved sourcing/contracting cycle times and predictable delivery performance against SLAs.

• Compliance & risk: high policy adherence, strong audit readiness, and effective risk mitigation actions for key engagements.

• Stakeholder experience: improved satisfaction and reduced friction through clear ownership, communication, and speed.

• Capability uplift:measurableimprovement inSCoEexecution quality and adoption of standards, playbooks, and tools.

About Applied Materials

Applied Materials is a global leader in materials engineering solutions used to producevirtually everynew chip and advanced display in the world. Ourexpertiseinmodifyingmaterials at atomic levels and on an industrial scale enables customers to transform possibilities into reality. At Applied Materials, our innovations makepossible the technology shaping the future.

About Global Sourcing & Procurement (GSP)

Global Sourcing & Procurement (GSP) is Applied Materials’ indirect procurement and extended workforce support function. Weprocurethe goods, services, and extended workforcerequiredfor Applied to run and grow the company and enable Applied to support our customers. GSP partners with stakeholders globally through sourcing, contracting, category and supplier management, analytics, and transactional procurement.