Director Supply Chain and Procurement
This is a build role. You are not inheriting a mature procurement organization and maintaining it. You are creating one: the category strategies, the supplier agreements, the stocking policy, the process discipline, and the team. The savings available here are real and they go straight to the bottom line. So does the operational benefit of a technician having the right part on the first trip.
What you will own
• Category and sourcing strategy. Segment total spend, build category plans for the largest and most fragmented areas, and take them to market. Consolidate a long tail of suppliers into a managed base with negotiated agreements, clear terms, and measured performance.
• Supplier negotiation and contracts. Lead negotiations on pricing, terms, rebates, freight, and service levels. Own master agreements and the commercial relationship with our strategic OEM and distribution partners.
• Project procurement. Support engineered-to-order projects and modernizations where material cost and lead time drive job margin. Partner with engineering, project management, and estimating so that what we bid is what we buy.
• Parts availability and inventory policy. Set stocking strategy, min and max levels, and replenishment logic across the branch network. Improve first-visit completion rates for field service while reducing working capital tied up in the wrong inventory.
• Indirect spend and cost reduction. Bring rigor to categories that have never been managed: fleet, freight, uniforms, PPE, small tools, subscriptions, and facilities. Deliver a documented, finance-validated savings number.
• Systems and data. Own procurement process design in Vista, including business units migrating onto the platform, and define the purchasing and spend reporting that leadership runs the business on.
• Process and controls. Establish purchasing policy, approval thresholds, requisition workflow, three-way match discipline, and supplier onboarding standards that hold up to audit and to private equity ownership.
• Team leadership. Assess the current purchasing team, define the structure the business actually needs, and develop the people in it. Hire where there are gaps.
What we are looking for
Required:
• Eight or more years in procurement, sourcing, or supply chain, including at least three leading a team.
• Experience managing $50M+ in annual spend in an industrial, construction, field service, manufacturing, or distribution environment.
• A track record of documented, finance-validated cost savings. You should be able to walk us through specific category wins and how the savings were measured.
• Hands-on strategic sourcing capability: spend analysis, RFP execution, supplier negotiation, and contract management.
• Experience buying in a multi-site or multi-branch structure where field operations depend on material availability.
• Working fluency in ERP-based purchasing and inventory. Comfort in the data, not just the reports.
• Bachelor degree, or equivalent experience earned in the field.
Preferred:
• Experience with Vista by Viewpoint or a comparable construction and service ERP.
• Background in overhead cranes, material handling, industrial equipment service, or a related engineered equipment category.
• Experience in a private-equity-backed company, including familiarity with cost-out programs and integration work after acquisitions.
• Sourcing across the United States and Canada, including cross-border logistics and duty considerations.
• CPSM, CSCP, or similar certification.
Who does well here
• You are comfortable building from a blank sheet and you do not need a large staff to get results.
• You can hold a supplier to an agreement and still have them take your call the next day.
• You spend time in the branches and on job sites, because you know the buying decision is only as good as what happens at the point of use.
• You are direct about what is working and what is not, including in front of the leadership team and the board.
