Associate Director, Business Cycle and Strategy - Global Supply Chain and Procurement - Finance

Associate Director, Business Cycle and Strategy - Global Supply Chain and Procurement in Finance at a glance ...

The Associate Director, Business Cycle and Strategy - Global Supply Chain and Procurement, is accountable for leading the global financial business cycle, strategy, and analytics agenda for the Global Procurement and Global Supply Chain functions. The role goes beyond reporting and process management: it serves as a strategic finance partner to both functions, providing thought partnership, forward-looking insights, and decision support that enables business priorities and long-term value creation. This role partners closely with Global Procurement and Global Supply Chain leadership, Risk Management, Region Procurement and Supply Chain Finance teams, FP&A, and Data/Analytics teams to drive standardization, automation, and insight generation that improves value delivery, decision quality, and execution rigor.

A primary responsibility of this position is to:

• Shape, define, and cascade the strategic agenda for Global Supply Chain and Procurement Finance, translating enterprise priorities into business cycle programs and multi-year strategic initiatives that drive long-term value creation
• Establish and deploy global methodologies, standards, and tools that simplify, unify, and automate procurement and supply chain planning, forecasting, and performance routines
• Serve as a trusted thought partner and strategic advisor to function leadership, building a culture of analytical excellence through advanced analytics capabilities, forward-looking insights, and self-serve reporting that empowers decision-making at all levels

• Business Cycle Leadership (Plan/Forecast/Actuals): Lead the design and execution of global procurement and supply chain finance routines that explicitly connect long-term strategic ambitions with annual planning, monthly forecasting, and performance tracking. Ensure the business cycle is not just a financial exercise but a mechanism for strategic dialogue and prioritization. Establish clear calendars, templates, assumptions governance, and ways of working to ensure alignment across global and region teams.
• Performance Analysis & Decision Support: Serve as a strategic insight engine for both functions. Deliver regular performance insights that connect procurement and supply chain outcomes (e.g., savings, productivity, price/mix, inventory, service levels, compliance, working capital, risks/opportunities) with financial impact. Go beyond reporting to provide genuine thought partnership: translate performance signals into strategic implications, provide executive-ready analytics, scenario/sensitivity assessments, and actionable recommendations that sharpen resource allocation and trade-off decisions.
• Value Delivery Analytics & Reporting: Own the global analytics approach for procurement and supply chain value delivery, including definitions, measurement standards, and reporting for savings/productivity pipelines and realized results. Drive visibility to gross savings vs. net impact, timing/phasing, and risks to delivery; enable action planning with procurement and supply chain leaders. Connect value delivery tracking to longer-term strategic commitments and support both functions in articulating and defending their value narrative to senior leadership.
• Process Standardization & Automation: Establish global standards for procurement and supply chain finance analytics and business cycle processes, partnering with Digital/Data and Finance transformation teams to automate data flows, reduce manual reporting, and improve data quality and control. Free up capacity from operational tasks so the finance teams can invest more time in strategic analysis and value-added thought partnership with the business.
• Cross-Functional Coordination: Act as a strategic bridge across Global Procurement, Global Supply Chain, Region Procurement Finance, Region Supply Chain Finance, FP&A, and Data/BI teams. Ensure analytics, routines, and strategic frameworks meet stakeholder needs and enable consistent, high-quality decision-making. Facilitate alignment on KPIs, definitions, strategic priorities, and ownership across teams, and proactively surface cross-functional risks and opportunities to senior leadership.
• Function Transformation & Capability Building: Build and execute a multi-year procurement and supply chain finance strategy, analytics, and business cycle roadmap (tools, data model, reporting suite, governance, capability building, change management) that positions both functions as strategic value drivers within the enterprise. Champion a mindset shift from retrospective reporting to forward-looking strategic partnership.

Kraft Heinz is an Equal Opportunity Employer – Underrepresented Ethnic Minority Groups/Women/Veterans/Individuals with Disabilities/Sexual Orientation/Gender Identity and other protected classes.

• Bachelor’s degree in Finance, Accounting, Economics, or related field required; MBA/Master’s preferred
• 10+ years of relevant finance experience; procurement finance, supply chain finance, FP&A, or transformation experience strongly preferred; demonstrated ability to operate as a strategic finance business partner to senior functional leadership
• Strong analytical skills (financial modeling, scenario analysis, performance management) with ability to translate data into decisions and actions
• Demonstrated experience building standardized processes and routines across complex, multi-stakeholder/global environments
• Strong executive presence and communication skills; able to synthesize complex topics into clear, decision-oriented narratives and serve as a credible thought partner to C-suite and senior functional leaders
• Advanced proficiency in Excel and PowerPoint; experience with ERP systems (e.g., SAP) and BI tools (e.g., Power BI/Tableau) preferred
• Comfortable working under pressure and managing deadlines with a practical, ownership-oriented mindset