Sourcing Transformation Analyst Manager – Data & AI Systems

The Role: As we scale our transformation agenda, speed of execution has become a competitive lever in its own right. The teams that win are the ones that can go from insight to working tool in weeks, not quarters. We're building that capability directly into the transformation function — a dedicated builder who can turn our sourcing and supply chain problems into deployed data and AI systems, so good ideas convert into operating advantage instead of staying on a whiteboard. This is not a data-reporting role, and it's not a traditional business-analyst role. This is a builder who also understands the business well enough to know what's worth building, and can defend it in front of leadership.

Your Contribution:

• Build, not just analyze. Design and build data analytics systems, dashboards, and AI-enabled tools/agents that solve real supply chain and operational problems — using modern platforms and AI tooling (LLM-based tools, automation platforms, low-code/no-code + custom scripting as needed) to move quickly on transformation priorities.
• Own edge/new-system builds. Prototype and stand up new systems or workflows at the "edge" of existing infrastructure — solutions built fast, tested against real problems, and refined based on what actually proves valuable.
• Learn the domain fast. Understand supply chain processes deeply enough to spot where data/AI can remove friction. We don't expect a supply chain veteran on day one — we expect someone sharp enough to get there in weeks, not years.
• Do real due diligence on projects. Evaluate proposed transformation initiatives critically — feasibility, data readiness, ROI, risk — and separate what's genuinely valuable from what's just exciting.
• Build sharp business cases. Translate technical possibility into a business case leadership can approve in one meeting: clear problem, clear solution, clear numbers, clear risk.
• Present and influence. Communicate findings and recommendations clearly to both technical and non-technical stakeholders, including senior leadership. This includes pushing back diplomatically when an idea doesn't hold up.

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