Director of Supply Chain

GeoStabilization International•Westminster, CO

About The Position

GeoStabilization International (GSI) is seeking a Director of Supply Chain to design, build, and lead its sourcing and procurement function. This is a build role focused on institutionalizing a strategic function, driving measurable cost impact, and potentially growing into broader organizational leadership. The role involves establishing enterprise-wide supply chain strategy, implementing advanced analytical capabilities, and creating consistency across multiple operating entities. The Director will own strategic sourcing, vendor management, the Procure-to-Pay (P2P) process, and operational buying, with a strong focus on financial impact and KPI ownership, particularly Total Cost of Ownership (TCO). The role also includes leading, coaching, and developing a high-accountability team.

Requirements

7+ years of leadership experience in strategic sourcing, procurement, or supply chain within industrial, manufacturing, logistics, or industrial services environments.
Hands-on experience owning or transforming a P2P process, including PO issuance, invoice matching, and payment compliance.
Demonstrated success driving TCO improvement and sustainable cost savings at scale.
Proven ability to build structured, repeatable procurement processes in growing or changing organizations.
ERP-based procurement experience (Viewpoint, SAP, Oracle, Procore, or similar).
Track record of building, leading, and holding teams accountable for measurable results.
Strong command of spend analytics, cost structures, and supplier economics.
Ability to partner effectively with Finance, Operations, and executive leadership.
Owner's mindset with high standards for execution, accountability, and follow-through.
Bachelor's degree in a related field required.

Nice To Haves

MBA is a plus.
Lean, Six Sigma, or equivalent operational excellence certification is a plus.

Responsibilities

Establish and lead enterprise-wide supply chain and procurement strategy aligned to financial and operational objectives.
Institutionalize advanced analytical and executional capabilities — negotiation discipline, structured problem-solving, and supplier governance — across the organization.
Create consistency and leverage across multiple operating entities while respecting execution realities at the field level.
Serve as the senior authority on sourcing strategy, vendor management, and procurement discipline.
Own strategic sourcing across direct and indirect spend categories at enterprise scale.
Proactively assess spend concentration, contract timing, and sourcing optionality across the business.
Drive competitive sourcing events — supplier rationalization, reverse auctions, structured renegotiations.
Build supplier segmentation models and preferred vendor programs with clear performance standards.
Establish supplier scorecards measuring cost, quality, service, and reliability.
Create accountability mechanisms and escalation paths for underperforming suppliers.
Own the end-to-end P2P process from requisition through payment across all operating entities.
Partner with Finance and AP to reduce invoice exceptions, eliminate payment delays, and improve cycle time.
Establish and enforce purchasing controls, approval workflows, and spend compliance policies.
Drive adoption of P2P technology to increase automation, reduce manual touchpoints, and improve data integrity.
Own P2P KPIs: PO coverage rate, invoice match rate, on-time payment, and exception volume.
Oversee timely, accurate PO issuance in support of field operations and project execution.
Establish SLAs for PO turnaround and hold the team accountable without disrupting project schedules.
Build and maintain item master and supplier catalog data for faster, more consistent enterprise buying.
Develop and enforce compliant buying channel strategy — reducing off-contract and maverick spend.
Collaborate with Operations and Project Management to anticipate material needs, manage lead times, and prevent supply disruptions.
Own Total Cost of Ownership (TCO) as a primary enterprise KPI tied directly to margin performance.
Partner with Finance to improve cost visibility, forecasting accuracy, and spend compliance.
Lead disciplined reporting, variance analysis, and decision frameworks focused on measurable outcomes.
Lead, coach, and develop a high-accountability strategic sourcing and procurement team.
Set clear expectations for output, cadence, and results across the function.
Build bench strength and capability to scale with enterprise growth.