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Senior Manager, Procurement and Supply Chain Digitalization

April 25, 2026

The Role:

This role leads the strategy, roadmap, and execution of Global Purchasing and Supply Chain's (GPSC) digital transformation agenda and training integration to the GPSC organization. This leader is accountable for designing and implementing data-driven processes, systems, and tools that improve productivity, eliminate waste, and enhance resiliency across the global supply chain. Modernization of our GM’s supply chain and systems is critical. In addition, develop adoption and training tools to upskill the GPSC team at all levels to more naturally incorporate AI and agentic development into everyday work.

This role partners closely with GPSC leaders, GM IT, Finance, Engineering, Supplier Quality, Manufacturing, and external partners to deliver integrated, end-to-end solutions that enable a modern, connected, and AI-enabled operating model and systems. The manager sets clear objectives and owns key performance indicators that directly impact GPSC and enterprise outcomes, while championing change and leading people.

The Manager, Procurement and Supply Chain Digitalization, will lead a core team based in Warren, MI, with responsibility for collaboration and influence across global GPSC locations. Some travel will be required to engage stakeholders, benchmark externally, and connect with global teams.

What You’ll Do:

Team & Talent Leadership

Lead and develop a high-performing team of digital transformation, process, and product leaders supporting GPSC.
Build an inclusive culture that encourages innovation, data-driven decision making, and continuous improvement.
Ensure the right technical and leadership bench strength through thoughtful staffing, coaching, succession planning, and performance management.

Strategy, Vision & Roadmap

Define the GPSC digitalization vision and multi-year roadmap for processes, systems, data, and skills required to enable a future-ready supply chain.
Translate strategy into clear objectives, measurable KPIs, and prioritized portfolios of initiatives that improve service, cost, quality, and risk performance.
Integrate AI, advanced analytics, and automation into GPSC processes to unlock structural productivity and better decision quality.
Drive innovation and solutions from concept through implementation, making a digitized future GPSC’s reality.

Process & Systems Transformation & Execution

Reimagine and redesign core GPSC business processes (e.g., sourcing, supplier management, logistics, planning, risk management) to improve end-to-end flow and eliminate waste.
Partner with the business stakeholders, GM IT and external solution providers to deliver integrated platforms and tools that connect data, workflows, and stakeholders across functional silos.
Drive innovation and meaningful improvements in business tools and processes, elevating the sourcing and supply chain systems and processes.
Establish governance for process and data standards, ensuring solutions are scalable, secure, sustainable, and aligned to enterprise architecture.

Stakeholder & Change Leadership

Act as a key voice to GPSC and enterprise leaders on digitalization opportunities, providing clear recommendations, trade-offs, and status on key initiatives.
Influence across functions and regions to gain alignment, remove roadblocks, and drive adoption of new processes and technologies.
Lead structured change management and communication plans to ensure understanding, buy-in, and sustained behavior change across the organization.

External Engagement & Benchmarking

Maintain strong external connectivity with peers, partners, consultants, startups, and industry forums to bring leading practices and innovation into GPSC.
Benchmark GPSC’s digital and process capabilities versus best-in-class organizations and convert insights into actionable roadmaps.

Capability Building

Design and implement training, learning journeys, and communities of practice to build GPSC capabilities in digital tools, analytics, and operational excellence.
Embed continuous improvement mindsets and methods (e.g., Lean, Agile, OPEX) into how teams operate and deliver value.

Your Skills & Abilities (Required Qualifications):

Bachelor’s degree in IT/Information Systems, Supply Chain, Industrial/Operations Engineering, Business, or related field.
Minimum 10+ years of progressive experience in procurement, supply chain, operations, or technology-driven transformation, with a strong track record of measurable value creation.
Demonstrated people leadership experience, including direct leadership of teams (typically 4–5+ direct reports) and talent development across varying skill sets.
Proven success leading complex, cross-functional, and global initiatives in a matrixed environment, from strategy through implementation and value realization.
Deep knowledge of sourcing, supplier management, logistics, and/or supply chain planning, including risk mitigation and resilience.
Experience driving digital transformation (e.g., ERP/TMS/SRM platforms, workflow automation, advanced analytics, AI/ML use cases) in an operational or supply chain context.
Strong strategic orientation, analytical skills, and executive communication; able to simplify complexity, frame clear choices, and influence senior leaders.
Demonstrated ability to lead through ambiguity, drive change, and challenge the status quo while maintaining strong relationships and alignment.
High learning agility and comfort operating in a fast-changing environment with competing priorities.
Occasional domestic and international travel to GM locations, suppliers, and external partners up to 25%.

What Can Give You a Competitive Advantage (Preferred Qualifications):

MBA or advanced degree in Business, Supply Chain, Operations, Analytics, or Systems.
Experience in automotive or complex manufacturing supply chains.
Hands-on experience with modern data and analytics tools (e.g., Power BI, cloud data platforms, workflow tools, AI/ML solutions) and working with product/IT teams.
Proficiency with data and analytics tools (e.g., Power BI, Python, ML or AI Agentic development, digital twins, performance dashboards) to support decision making and performance management.
Formal training or certification in AI, ML, Operational Excellence, Lean, Agile, Training Development or Change Management.

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Common Interview Questions And Answers

1. HOW DO YOU PLAN YOUR DAY?

This is what this question poses: When do you focus and start working seriously? What are the hours you work optimally? Are you a night owl? A morning bird? Remote teams can be made up of people working on different shifts and around the world, so you won't necessarily be stuck in the 9-5 schedule if it's not for you...

2. HOW DO YOU USE THE DIFFERENT COMMUNICATION TOOLS IN DIFFERENT SITUATIONS?

When you're working on a remote team, there's no way to chat in the hallway between meetings or catch up on the latest project during an office carpool. Therefore, virtual communication will be absolutely essential to get your work done...

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5. HOW DO YOU PROCESS INFORMATION?

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Or you may receive even more specific questions, such as: What's on your calendar? Do you plan blocks of time to do certain types of work? Do you have an open calendar that everyone can see?...

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Just like your schedule, how you track files and other information is very important. After all, everything is digital!...

8. HOW TO PRIORITIZE WORK?

The day I watched Marie Forleo's film separating the important from the urgent, my life changed. Not all remote jobs start fast, but most of them are...

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Just as communication is essential when working remotely, so is organization. Because you won't have those opportunities in the elevator or a casual conversation in the lunchroom, you should take advantage of the little time you have in a video or phone conference...

10. HOW DO YOU USE TECHNOLOGY ON A DAILY BASIS, IN YOUR WORK AND FOR YOUR PLEASURE?

This is a great question because it shows your comfort level with technology, which is very important for a remote worker because you will be working with technology over time...