Director, Enterprise Procurement Finance & Analytics

POSITION SUMMARY:

The Director, Enterprise Procurement Finance & Analytics will serve as the Chief Procurement Officer's financial and analytical leader and will establish the single source of truth for procurement financial performance, spend analytics, savings, purchase price performance, working capital, and enterprise procurement KPIs.

The Director will lead procurement planning, forecasting, performance management, financial modeling, spend intelligence, and benefit validation across JENNMAR and its affiliated businesses. The role will partner closely with Corporate Finance/FP&A, Operations, Category Management, Logistics, Engineering, Supply Chain, Information Technology, and business-unit leadership.

The position is accountable for ensuring that procurement value creation is measurable, financially credible, reconciled to enterprise results, and visible to executive leadership. Category and functional leaders will identify and execute initiatives; this role will establish baselines, validate methodologies, track implementation, and reconcile realized benefits with Finance.

EDUCATION:

• Bachelor's degree in Finance, Accounting, Economics, Business, Supply Chain, Engineering, Data Analytics, or a related discipline required.
• MBA, master's degree, CPA, CMA, or other advanced financial, analytical, or supply-chain credential preferred.
• Relevant procurement or supply-chain certifications such as CPSM, CSCP, or comparable credentials are beneficial.

RESPONSIBILITIES:

• Lead the enterprise procurement annual operating plan, budget, forecast, long-range plan, and monthly financial performance process in alignment with Corporate Finance and business-unit planning requirements.
• Establish and maintain an enterprise procurement financial framework covering external spend, PPV, savings, VAVE, inflation/deflation, working capital, logistics benefits, cost avoidance, and other procurement value-creation measures.
• Serve as the single source of truth for procurement savings and value realization. Establish common definitions, baseline methodologies, approval requirements, benefit timing, recurring versus one-time classifications, and Finance validation standards.
• Own the procurement savings pipeline from opportunity identification through approval, implementation, realization, and financial reconciliation. Provide clear visibility to pipeline value, probability, timing, risks, and realized EBITDA impact.
• Lead enterprise PPV analysis and reconciliation, including standard versus actual purchase price, budget variance, forecast variance, market/index variance, mix, volume, currency, freight, tariffs, and other material cost drivers.
• Partner with Category Directors to establish annual category targets for savings, PPV, VAVE, working capital, spend under management, contract coverage, supplier consolidation, and other strategic procurement objectives.
• Develop category and commodity financial scorecards that connect sourcing actions and market movements to plant, business-unit, product, and enterprise financial results.
• Own procurement spend analytics and the enterprise spend cube, including supplier-parent normalization, category taxonomy, commodity classification, business-unit and site mapping, data-quality controls, and recurring refresh processes.
• Establish reporting for total external spend, addressable spend, strategically managed spend, contracted spend, supplier concentration, tail spend, and spend under management.
• Develop and maintain procurement dashboards and executive operating reviews covering financial performance, savings, PPV, VAVE, market trends, working capital, supplier performance, risk, sourcing pipeline, and strategic initiative execution.
• Lead financial validation of VAVE initiatives in partnership with Engineering, Operations, Category Management, and Finance, including baseline cost, implementation cost, timing, annualized benefit, EBITDA impact, and realized savings.
• Develop commodity inflation and deflation analytics using market indices, supplier pricing, purchase history, forecasts, and category intelligence. Separate market movement from procurement performance wherever practical.
• Build and maintain should-cost, total-cost-of-ownership, make-versus-buy, landed-cost, sourcing, supplier, and investment business-case models to support procurement decisions.
• Partner with Logistics leadership on transportation and logistics financial analytics, including freight spend, rate performance, fuel, accessorials, detention, fleet economics, cost per shipment/ton/mile, network savings, and logistics productivity.
• Lead procurement working-capital analytics, including payment terms, DPO, early-payment discounts, consignment, vendor-managed inventory, MOQ, lead-time, inventory, and supplier-financing opportunities.
• Partner with Treasury and Finance to quantify and validate cash-flow benefits associated with supplier payment terms and other procurement-led working-capital initiatives.
• Develop supplier financial analytics covering spend, pricing trends, concentration, dependency, payment terms, performance, savings contribution, risk exposure, and strategic importance.
• Support major negotiations and sourcing events with financial analysis, scenario modeling, historical pricing, supplier economics, market benchmarks, break-even analysis, and negotiation fact bases.
• Develop executive-level EBITDA bridges that clearly explain procurement impact from price, productivity, VAVE, commodity movement, freight, tariffs, currency, volume, mix, and other major drivers.
• Partner with Corporate Finance to ensure procurement budgets, forecasts, savings assumptions, and material-cost expectations are consistently reflected in enterprise financial plans.
• Support acquisition diligence and integration by analyzing supplier spend, procurement synergies, pricing, payment terms, category overlap, contracts, logistics, working capital, and integration opportunities.
• Lead procurement data governance, including common definitions, master-data standards, supplier hierarchy, category taxonomy, data ownership, controls, and accountability for data accuracy across ERP and reporting environments.
• Partner with Information Technology to define and execute the procurement analytics and technology roadmap, including ERP data, spend analytics, sourcing systems, contract management, supplier performance, BI tools, and automated reporting.
• Reduce manual reporting and spreadsheet dependency through standardized, scalable, automated analytics and management reporting.
• Provide independent challenge to sourcing assumptions, savings claims, forecasts, financial models, and investment requests while maintaining a collaborative partnership with procurement and operating leaders.
• Build, coach, and develop a high-performing procurement finance and analytics capability, including analysts and other resources as the function grows.
• Communicate procurement financial performance, risks, opportunities, forecasts, and required decisions clearly to the Chief Procurement Officer, CFO/Finance leadership, executive leadership, and business-unit stakeholders.

Key Accountabilities and Measures:

• Accuracy and timeliness of procurement budget, forecast, and financial reporting.
• Validated procurement savings and realized EBITDA contribution versus approved targets.
• PPV performance and reconciliation of procurement results to Finance.
• VAVE pipeline value, implementation, realization, and financial validation.
• Commodity inflation/deflation forecast accuracy and market-versus-performance analysis.
• Working-capital improvement, payment-term performance, and procurement contribution to DPO and cash flow.
• Spend under management, addressable spend, contract coverage, and tail-spend visibility.
• Quality, completeness, and consistency of enterprise spend and supplier data.
• Procurement savings pipeline coverage, conversion rate, implementation timing, and realization rate.
• Timeliness and quality of Category Director and executive procurement scorecards.
• Automation and reduction of manual reporting effort.
• Credibility and alignment of procurement financial reporting with Corporate Finance.

First 12-Month Priorities:

1. Establish the financial baseline. Build a reconciled enterprise view of procurement spend, PPV, savings, VAVE, payment terms, working capital, logistics spend, supplier concentration, and spend under management.
2. Create one procurement value framework. Define and gain Finance alignment on savings, PPV, cost avoidance, VAVE, inflation/deflation, working-capital, and benefit-realization methodologies.
3. Build the enterprise spend cube. Establish supplier-parent normalization, category taxonomy, commodity mapping, site/business-unit mapping, and recurring data-refresh governance.
4. Implement the procurement performance dashboard. Create a monthly executive operating review covering spend, savings, PPV, VAVE, working capital, category performance, supplier risk, and sourcing pipeline.
5. Establish the savings pipeline and validation process. Create stage gates from identified opportunity through Finance-validated realized benefit, with clear ownership and timing.
6. Develop the material-cost bridge. Separate market/index movement, procurement performance, currency, tariffs, freight, volume, mix, and other drivers affecting purchase cost.
7. Partner with Category Directors on category scorecards and annual targets, including savings, PPV, VAVE, payment terms, spend under management, and supplier consolidation.
8. Create the procurement working-capital model. Establish baseline payment terms, DPO impact, cash opportunity, and prioritized supplier-term initiatives.
9. Build logistics financial visibility with the VP, Enterprise Logistics, including freight spend, accessorials, fleet economics, carrier performance, and savings realization.
10. Define the future-state analytics roadmap. Recommend organization, systems, BI tools, data architecture, automation, governance, and talent required to support a scalable enterprise procurement function.

QUALIFICATIONS:

• Ten or more years of progressive experience in FP&A, procurement finance, operations finance, supply-chain finance, cost accounting, analytics, or a related financial leadership role.
• At least five years of leadership responsibility in a multi-site industrial, manufacturing, mining, steel, construction-products, heavy-materials, or similarly complex operating environment.
• Demonstrated experience partnering with procurement, supply chain, operations, or manufacturing organizations and translating commercial actions into financial results.
• Strong knowledge of PPV, standard costing, budgeting, forecasting, variance analysis, material-cost accounting, EBITDA bridges, working capital, and cash-flow analysis.
• Demonstrated experience establishing savings methodologies, financial baselines, benefit validation, and reconciliation of operational initiatives to reported financial performance.
• Experience with spend analytics, supplier data, category taxonomies, ERP data structures, and large complex data sets.
• Strong financial modeling skills, including should-cost, total-cost, make-versus-buy, sourcing scenarios, supplier economics, and investment business cases.
• Experience analyzing commodity markets, indices, inflation/deflation, currency, tariffs, freight, and other external cost drivers is strongly preferred.
• Experience with working-capital levers including payment terms, DPO, inventory, consignment, VMI, early-payment discounts, and supplier financing is preferred.
• Advanced analytical and business-intelligence capability. Experience with ERP systems, Excel, Power BI or comparable BI platforms, data visualization, and automated reporting is expected.
• Experience supporting acquisitions, integrations, synergy tracking, or enterprise transformation is beneficial.
• Excellent executive communication and presentation skills, with the ability to convert complex financial and procurement data into clear business decisions.
• Strong cross-functional influence and the ability to maintain financial rigor while partnering effectively with Procurement, Finance, Operations, Engineering, Logistics, IT, and business-unit leadership.

Leadership Profile:

• A financially rigorous business partner who combines FP&A discipline with a strong understanding of procurement and operational value creation.
• Analytical and intellectually curious, with the ability to move from transaction-level detail to enterprise-level financial insight.
• Independent and objective, willing to challenge assumptions and savings claims while remaining highly collaborative.
• Metrics-driven and disciplined, with a strong bias toward clear definitions, reconciled data, repeatable processes, and accountability.
• Commercially minded, with an understanding of how supplier economics, commodities, sourcing decisions, logistics, and working capital affect margin and cash flow.
• A builder who can create the systems, processes, governance, dashboards, and team required for a maturing enterprise procurement organization.
• An effective storyteller with data who can explain procurement performance clearly to executives, Finance, category leaders, and operating teams.
• A leader of high integrity and low ego who builds trust by ensuring that procurement's reported value is accurate, transparent, and financially credible.

Equal Employment Opportunity:

JENNMAR is an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to any characteristic protected by applicable federal, state, or local law.

JENNMAR offers competitive compensation and benefits. Final compensation, incentive, benefit, relocation, and eligibility language will follow JENNMAR's approved Human Resources policies.