The Senior Supplier Risk, Resilience & Mapping Manager is responsible for the design, execution and continuous improvement of GSA's global supplier risk and resilience capability. Reporting to the Director of Procurement Policy, Governance, Risk & Sustainability, the role provides an integrated view of supply continuity risk across the supplier network and converts that insight into prevention, mitigation, business continuity and crisis-readiness actions.

A core accountability is leading supply-chain mapping and analysis beyond Tier 1. The role develops and maintains risk-based visibility across suppliers, sites, parts, materials and upstream dependencies; analyses geographic, capacity, single-source, shared sub-tier and other concentration exposures; and converts those insights into prioritized sourcing, inventory, qualification, BCP and executive decisions.

Key Responsibilities

Supplier Risk Framework & Governance

• Own and maintain the global procurement and supplier risk framework, including risk taxonomy, assessment methodology, segmentation, thresholds, escalation protocols, governance cadence and key risk indicators.

• Maintain executive visibility of material supplier risks through risk registers, dashboards, trend analysis and clear articulation of exposure, controls, mitigation status and residual risk.

• Establish risk appetite and prioritization criteria with senior stakeholders so resources are focused on the suppliers, products, materials and dependencies where disruption would have the greatest business impact.

• Ensure supplier-risk controls are embedded into procurement lifecycle eg sourcing, category management, supplier management and relevant change or qualification processes.

Supply-Chain Mapping, Analysis & Upstream Visibility

• Own the enterprise approach, methodology and multi-year roadmap for risk-based supply-chain mapping and analysis across priority products, components, materials, supplier sites and upstream tiers.

• Build and maintain visibility of Tier 1 and material sub-tier relationships, including manufacturing locations, critical processes, key materials, transportation or regional dependencies and known alternative sources where relevant.

• Integrate BOM, supplier, site, category, spend, quality and external-risk data to identify hidden dependencies and common points of failure across products and suppliers.

• Develop repeatable data standards, ownership rules and refresh processes so mapping becomes a maintained capability rather than a one-time exercise.

• Analyze mapping outputs to quantify geographic concentrations, single/sole-source exposure, shared sub-tier suppliers, critical material dependencies and other systemic vulnerabilities, and translate findings into prioritized risk and resilience actions.

• Develop and implement a phased investment roadmap for sustainable supply-chain mapping and analysis capabilities, including assessment of technology and data-platform costs, internal resource and capability requirements, implementation and ongoing operating costs, and external third-party data, advisory and service-provider costs; define options, benefits, dependencies and business cases to support investment decisions.

Resilience, Scenario Analysis & Business Continuity

• Translate risk and mapping insight into resilience actions such as alternate-source qualification, dual sourcing, inventory or safety-stock strategies, capacity actions, supplier development, logistics alternatives and business continuity requirements.

• Own GSA's supplier continuity and BCP framework, including critical-supplier expectations, review standards, evidence requirements, testing approach and remediation of material gaps.

• Develop scenario analysis and stress-testing for plausible disruptions, including geopolitical events, supplier/site outages, logistics constraints, critical-material shortages and concentration failures.

• Partner with Category Management, Operations, Quality, Engineering and Planning to define response playbooks, decision triggers and recovery options for priority risks.

Monitoring, Intelligence & Emerging Risk

• Establish an effective supplier monitoring model using internal data and approved external intelligence to identify financial, geopolitical, capacity, operational, quality, sanctions and location-based risk signals.

• Define alert thresholds, triage processes and escalation routes so emerging risks are assessed quickly and converted into proportionate actions.

• Develop KRIs and leading indicators that show deterioration, concentration or resilience gaps before disruption occurs, and assess the effectiveness of key controls over time.

• Evaluate and help select technology, data and analytics capabilities required for supplier-risk monitoring, mapping, network analysis and scenario modelling.

Crisis Readiness & Response

• Act as the senior GSA lead for supplier disruption risk assessment and support mobilization of cross-functional crisis response when trigger thresholds are met.

• Provide rapid fact-base development during disruption events, including affected suppliers/sites, product and material dependencies, alternative sources, exposure duration and mitigation options.

• Ensure lessons from incidents and near misses are captured into risk models, mapping priorities, controls and continuity plans.

• Maintain clear handoffs between preventative risk management, operational incident response and broader enterprise crisis-management structures.

Role Interfaces & Boundaries

• This role owns supply continuity risk, resilience, multi-tier mapping, dependency/concentration analysis, BCP and broad supplier-risk monitoring; it does not own procurement policy architecture or routine ESG compliance campaigns.

• The Senior Manager, ESG owns supplier sustainability strategy, ESG regulatory roadmap and sustainability-performance requirements; this role incorporates environmental or social exposure where it creates material supplier or continuity risk and provides mapping/intelligence support.

• The Responsible Sourcing & Compliance Manager owns operational human-rights/responsible-sourcing due diligence, supplier declarations, campaign execution, evidence administration, remediation tracking and recurring compliance reporting; this role provides supply-chain mapping and risk intelligence needed to target that work.

• Procurement Policy & Governance owns GPMS/QMS policy and controls; this role defines supplier-risk and resilience requirements for incorporation into those frameworks.

Qualifications & Experience

Qualifications

• Bachelor's degree in supply chain, Procurement, Engineering, Business, Risk or a related discipline (desirable).

• Post-graduate qualifications or professional certifications in supply chain, procurement, risk, business continuity or resilience (desirable).

Experience

• Significant experience in procurement, supply chain, supplier risk, operations, planning, quality or resilience roles within a complex global manufacturing environment.

• Demonstrated experience designing or operating supplier-risk frameworks, risk registers, mitigation programmes and executive reporting.

• Practical experience with supply-chain mapping, multi-tier supplier visibility, BOM/material dependency analysis, geographic or supplier concentration analysis, or equivalent network-risk methods.

• Experience developing business continuity, disruption-response or resilience programmes and working through material supplier or supply-chain incidents.

• Experience using supplier-risk data, monitoring platforms, analytics or external intelligence to support risk decisions; regulated or quality-driven industry experience is highly regarded.

Skills & Attributes

• Strong understanding of end-to-end supply chains, supplier risk, continuity planning and resilience levers.

• Advanced analytical capability with the ability to connect supplier, site, part/material and external-risk data into clear business exposure and action.

• Structured problem-solving and scenario-thinking capability, with strong judgement under time pressure.

• Ability to communicate complex risk clearly to senior leaders and mobilize cross-functional action without direct authority.

• Comfortable shaping new capabilities where data, systems and processes are still maturing.

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