Sobre este puesto de Procurement Manager en Smarsh
Smarsh is seeking a Procurement Manager to lead and manage the procurement team, driving daily execution while helping translate strategic direction into action. This role will manage a team spanning vendor procurement, systems/vendor analysis, and strategic sourcing, and will own two related but distinct work streams: procurement process execution and vendor management, including a new vendor review process built in partnership with InfoSec and Legal. This is a people-management and execution-focused role that drives the direction into daily team operations and results, helping move Smarsh toward a more mature, enterprise-grade procurement process.
What will you do?
• Directly manage and develop the procurement team, including workload distribution, coaching, and performance management
• Translate the procurement strategy and direction set by leadership into concrete team priorities, processes, and daily execution
• Own current-state PO and procurement workflow execution across Jira and NetSuite
• Evaluate and help define the next direction for procurement tooling — including a potential Jira-to-NetSuite integration, a NetSuite upgrade to natively support procurement, or the adoption of third-party procurement tooling.
• Drive process documentation and continuous improvement across procurement workflows (e.g. PO fast-track procedures, vendor bill/PO best practices)
• Serve as an escalation point for day-to-day procurement issues, removing blockers for the team
• Report on team performance, procurement metrics, and process health to leadership
Vendor Management (separated from core procurement process) :
• Own vendor management as a distinct function from procurement process execution, with dedicated ownership of vendor relationships, risk, and lifecycle
• Build and formalize a vendor review process covering onboarding, ongoing risk assessment, and offboarding
• Build and define partnerships with InfoSec and Legal to establish multi-lane, requirements-based review paths depending on purchase type (e.g. software vs. services vs. hardware) and vendor status (new vs. existing/renewal)
• Define escalation and review criteria that scale review rigor to risk (e.g. data access, spend threshold, contract type) rather than applying a single process to every vendor
• Support Smarsh's broader move toward a more mature, enterprise-grade procurement process by ensuring vendor governance keeps pace with sourcing and tooling changes