Vice President, Indirect Sourcing & Contracting

Sutter Health•Sacramento, CA

1d•Onsite

About The Position

The Vice President (VP), Indirect Sourcing and Contracting will provide enterprise leadership for the strategy, governance, financial performance, and operational effectiveness of Sutter Health’s indirect sourcing and purchased services portfolio. They will oversee enterprise sourcing, contracting, supplier performance, capability development, and integration activities supporting more than $1.5 billion in annual spend. This VP is accountable for building an internal indirect sourcing capability, delivering finance-validated savings and value commitments, strengthening supplier and contract governance, and enabling scalable support for system growth, regional aggregation, and integration priorities. They will translate enterprise priorities into disciplined execution while preserving enterprise-wide supply chain accountability with the Chief Supply Chain Officer.

Requirements

Bachelor’s degree in Supply Chain Management, Business Administration, Finance, Healthcare Administration, or a related field, or equivalent education and experience.
Twelve or more years of progressively responsible sourcing, contracting, procurement, supply chain, or related experience, including significant indirect and purchased services responsibility.
Seven or more years of leadership experience, including leading leaders and multidisciplinary teams in a large, complex organization.
Demonstrated success delivering validated financial value, implementing enterprise sourcing strategies, and influencing senior operational and executive stakeholders.
Advanced negotiation, influence, executive communication, and contract structuring skills.
Ability to translate enterprise priorities into clear sourcing strategies, workplans, governance, and measurable outcomes.
Strong analytical skills, including total-cost modeling, scenario analysis, supplier performance evaluation, and business-case development.
Ability to align diverse functional and operational stakeholders while maintaining accountability, pace, transparency, and service continuity.
Ability to design and build sourcing processes, teams, controls, and reporting that scale across a complex organization.
Talent development, succession planning, coaching, and organizational capability building.
Proficiency with sourcing, contract lifecycle, spend analytics, reporting, and productivity tools.
Routine onsite presence within the Sutter Health footprint is an important aspect of this role, supporting the team and enabling effective collaboration with colleagues and stakeholders.
Reside within the Sutter Health footprint.

Nice To Haves

Master’s degree in Business Administration, Healthcare Administration, Supply Chain Management, or a related field preferred.
Demonstrated experience developing or transforming an internal sourcing function and transitioning work from an outsourced provider is preferred.
Healthcare delivery system or similarly complex, regulated, multi-site environment experience is preferred.

Responsibilities

Provide enterprise leadership for the strategy, governance, financial performance, and operational effectiveness of Sutter Health’s indirect sourcing and purchased services portfolio.
Oversee enterprise sourcing, contracting, supplier performance, capability development, and integration activities supporting more than $1.5 billion in annual spend.
Build an internal indirect sourcing capability.
Deliver finance-validated savings and value commitments.
Strengthen supplier and contract governance.
Enable scalable support for system growth, regional aggregation, and integration priorities.
Translate enterprise priorities into disciplined execution.
Preserve enterprise-wide supply chain accountability with the Chief Supply Chain Officer.
Demonstrate an enterprise mindset and balance financial performance with service quality, operational reliability, risk, and stakeholder trust.
Exercise high judgment and discipline in governance, communication, decision-making, and performance reporting.
Build durable internal capability and develop future leaders.
Achieve successful phased transition of outsourced sourcing activity in-house with documented knowledge transfer, service continuity, and reduced external dependency.
Deliver finance-validated savings and value against assigned indirect and purchased services targets.
Establish a visible, prioritized, measurable sourcing pipeline with clear accountability and executive reporting.
Improve contract coverage, renewal discipline, supplier performance governance, and contract term quality across priority categories.
Improve stakeholder confidence in indirect sourcing, contracting discipline, supplier management, and integration support.