SR Manager, Capital & Regions Procurement, Indirect Procurement

Arclin•Alpharetta, GA

1d•Onsite

About The Position

The Senior Manager, Capital and Regions Procurement is a senior individual-contributor role reporting to the Director, Indirect Procurement and Energy. This is a high-autonomy, high-impact role designed for a procurement leader who can operate simultaneously at strategic altitude (long-range capital planning, governance design, organizational structure) and operational depth (solving urgent regional indirect procurement and procure-to-pay needs). This role exists to define, implement, and govern how Arclin plans and executes capital and regional indirect procurement. Success means that capital procurement is predictable, disciplined, and integrated with Engineering, EHS, Operations, and Finance; regional indirect procurement needs are met consistently and efficiently, with clear ownership, processes, and escalation paths; and the centralized procurement organization is deliberately structured to support sites—rather than merely transact for them.

Requirements

Significant experience in indirect and/or capital procurement, preferably in manufacturing or industrial environments.
Demonstrated success in designing procurement frameworks and governance.
Demonstrated success in operating with high autonomy and accountability.
Demonstrated success in driving cross-functional alignment without formal authority.
Strong understanding of capital project execution.
Strong understanding of indirect procurement operating models.
Strong understanding of procure-to-pay systems and controls.
Ability to balance strategic foresight with decisive action.
Strong analytical and problem-structuring skills.
Comfort making decisions with incomplete information and evolving constraints.
Proficiency with ERP and procurement systems (SAP and JD Edwards experience preferred).
Bachelor’s degree in Supply Chain, Business, Engineering, or related field.

Responsibilities

Design and implement a long-range capital procurement framework, in close collaboration with Engineering, EHS, Operations, Finance, and site leadership.
Define and document a capital procurement operating model, including planning horizons and demand visibility, roles and responsibilities, and decision rights and governance forums.
Establish standards and playbooks for capital sourcing strategies, supplier engagement models, and contracting and risk allocation.
Integrate procurement into capital project lifecycle management, ensuring early involvement, clear handoffs, and alignment with capital approval and funding processes.
Embed compliance, sustainability, and EHS considerations into capital sourcing decisions.
Identify and prioritize opportunities for aggregated capital buying power, preferred supplier frameworks, and reduced total cost of ownership and execution risk.
Assess and address how effectively Arclin’s centralized procurement organization supports regional and site-level indirect procurement needs.
Evaluate current-state performance of corporate procurement in enabling site purchasing, timely requisition-to-order cycles, and contract utilization and buying compliance.
Identify structural, process, and capability gaps that create friction for regions and sites.
Propose and implement organizational and process changes, which may include redefined ownership, adjusted category or regional coverage models, and enhanced procure-to-pay workflows.
Act as a problem-solver of last resort for urgent regional indirect procurement issues while building systems that reduce recurrence.
Ensure alignment between sourcing strategy, contracts, ERP processes, and site execution.
Operate as a trusted senior partner to stakeholders who own capital outcomes and site performance.
Build durable relationships with Engineering, EHS, Operations, Finance, and site leadership.
Translate business objectives into procurement strategies that stakeholders understand and support.
Lead change through influence—explaining not just what will change, but why.
Balance long-term system design with short-term execution pressures.
Use data and analysis to identify value, risk, and performance gaps.
Define success metrics for capital and regional procurement, and track progress.
Improve reporting, visibility, and management cadence over indirect spend.
Serve as a thought leader and internal benchmark for mature procurement practices.