Scm Manager

JOB SUMMARY

The Adoption Manager is responsible for driving hands-on adoption of Guided Buying across priority Layer-4 taxonomy sub-categories and rollout markets. The role converts category strategy into practical buying journeys, activates super-user networks, coordinates targeted enablement, and uses adoption data to improve user behaviour and channel conversion. Success in this role means users are guided to the right buying channels because the experience is clear, relevant and easier than off-channel alternatives

JOB OBJECTIVE

To deliver measurable and sustained adoption of Guided Buying by increasing usage of approved channels, reducing free-text or off-channel buying, improving channel conversion, and embedding a repeatable adoption approach that can transition into BAU ownership

KEY RESPONSIBILITIES

Adoption planning. Develop sub-category adoption plans with category managers, defining the target buying channel, user groups, buying scenarios, adoption risks and intervention plan for each wave.

– Buying journey design. Map how users buy today and define the future-state buying journey across catalogues, contract-linked purchase orders, preferred suppliers, tactical sourcing or other approved routes.

– Super-user activation. Identify, engage and manage super users by market, location or user group; establish feedback loops and ensure user issues are captured, prioritised and resolved.

– Enablement and communications. Partner with Change & Enablement and Experience teams to deliver targeted walkthroughs, Q&A, quick reference material and nudges that address specific buying behaviours.

– Data-led intervention. Monitor adoption signals including Guided Buying usage, channel utilisation, free-text buying, off-channel activity, catalogue usage, contract operationalisation and recurring user issues.

– Issue resolution. Work with C&C Operations, Local Procurement, category owners, supplier enablement and BAU teams to resolve root causes such as content gaps, channel design issues, supplier readiness, data quality or unclear ownership.

– Governance and reporting. Maintain the adoption tracker, manage actions and risks, provide progress updates to the Adoption Lead, and escalate decisions or blockers that put adoption targets at risk

KEY PERFORMANCE OBJECTIVES

– Contribute to the Guided Buying adoption glidepath by increasing usage of approved channels across priority sub-categories and markets.

– Reduce free-text and off-channel buying by making the preferred route easier to find, understand and use.

– Improve channel conversion by ensuring catalogues, operationalised contracts and preferred suppliers are aligned to how users actually buy.

– Establish an active super-user network with clear ownership, regular feedback loops and visible issue resolution.

– Create a repeatable adoption playbook that can scale across future rollout markets and transition into BAU ownership.

SUCCESS MEASURES

– Each priority sub-category has a documented buying route, owner, user group, super-user contact and adoption intervention plan.

– Super users are active and feeding back real issues, not simply nominated on a list.

– Training, communication and user guidance are targeted to the buying behaviour that needs to change.

– Recurring adoption blockers are resolved at source and converted into improvements to content, channels, process or ownership.

– Adoption reporting shows clear movement in the right direction and gives leadership a practical view of where intervention is needed

REQUIRED SKILLS AND CAPABILITIES

– Strong stakeholder engagement and influencing skills, with the ability to drive action without direct reporting authority.

– Ability to translate category strategy, process design and user feedback into practical adoption interventions.

– Analytical mindset with the ability to interpret adoption data, identify root causes and prioritise interventions.

– Strong facilitation, communication and problem-solving skills.

– Comfortable working in a transformation environment with ambiguity, competing priorities and senior stakeholder visibility

KEY COMPETENCY & EXPERIENCE

– Strong functional understanding of end-to-end Source to Pay (S2P) processes such as category management, content enablement, CLM, Sourcing, SRM, and invoicing.

– Experience in category management or strategic sourcing

– Strong understanding of contract lifecycle, supplier onboarding, and buying practices

– Experience in SAP modules like SLP, Ariba is a plus

– Experience in process improvements and transformation programs

– Ability to drive change management and communication to enable transformation agenda

– Ability to work effectively under pressure, multi- task, lead through ambiguities, influence where he/she does not have direct authority & build on unstructured formative situations

– Strong strategic and governance mindset with the ability to balance creativity and compliance.

– Excellent leadership and stakeholder management skills.

– Deep understanding of content lifecycle management and channel optimization.

– Strong communication, storytelling, and policy development skills.

– Analytical and data-driven approach to measuring content and channel performance.

– Ability to influence and enforce governance standards across diverse teams.

– Adaptability to evolving technologies, platforms, and regulatory landscapes

REGULATORY S & CONDUCT

• Display exemplary conduct and live by the Group’s Values and Code of Conduct.
• Take personal responsibility for embedding the highest standards of ethics, including regulatory and business conduct, across Standard Chartered Bank. This includes understanding and ensuring compliance with, in letter and spirit, all applicable laws, regulations, guidelines and the Group Code of Conduct.
• Lead the SCM to achieve the outcomes set out in the Bank’s Conduct Principles: [Fair Outcomes for Clients; Effective Financial Markets; Financial Crime Compliance; The Right Environment.] *
• Effectively and collaboratively identify, escalate, mitigate and resolve risk, conduct and compliance matters.

• [Insert local regulator e.g. PRA/FCA prescribed responsibilities and Rationale for allocation] – Not Applicable.

[Where relevant - Additionally, for subsidiaries or relevant non -subsidiaries]

• Serve as a Director of the Board of [Not applicable]
• Exercise authorities delegated by the Board of Directors and act in accordance with Articles of Association (or equivalent) Not applicable

KEY STAKEHOLDERS

– Adoption Lead and P2P programme leadership.

– Category managers and Global Category Leads.

– Change & Enablement, Experience and Communications teams.

– Local Procurement, C&C Operations, supplier enablement and BAU teams.

– Super users and business buying communities across rollout markets

OTHER RESPONSIBILITIES*

Embed Here for good and Group’s brand and values in SCB Perfomm other responsibilities assigned under Group, Country, Business or Functional policies and procedures; Multiple functions (double hats); [List all responsibilities associated with the role]

EXPERIENCE AND QUALIFICATIONS

– Minimum 7 years of experience in procurement, P2P, S2P transformation, digital procurement adoption, category operations, change delivery or related transformation roles.

– Demonstrated experience supporting adoption of procurement channels, catalogues, operationalised contracts, preferred supplier routes or guided buying journeys.

– Hands-on exposure to SAP Ariba Guided Buying, Supplier Business Network or comparable procurement technology is highly desirable.

– Experience working with cross-functional teams across category management, procurement operations, change management, supplier enablement and local market teams.

– Bachelor’s degree or equivalent practical experience in business, procurement, supply chain, transformation, technology or a related discipline

SKILLS AND COMPETENCIES

There are 12 behavioural skills that underpin our Valued Behaviours. Each of these skills is known to drive high performance in organisations and is used to inform how we hire, develop, and promote our people.

Any skill can be selected for any role. It is expected that as complexity of role increases emphasis on various skills changes. There are minimum standards of skills that are required for People Leader and Managing Director roles. Refer to myHR for further guidance.