Description

• 5+ years managing SAP-related technology programs, including at least 2-3 full implementation or major enhancement cycles (requirements through go-live/hyper care): Should include direct experience managing integration-heavy programs (not just single-module rollouts).
• 3-5+ years working specifically with Ariba modules: Either as a functional lead or program manager overseeing Ariba workstreams with hands-on understanding of supplier onboarding, sourcing events, contract workflows, and Ariba-to-S4 integration touchpoints (CIG, PI/PO, or similar middleware).
• 5+ years in supply chain, procurement, or logistics program delivery, with direct exposure to how digital systems support physical operations (inventory, vendor management, PO-to-delivery cycles). Data center, construction, or capital equipment supply chain experience is a strong differentiator given the physical/digital dependency in this domain
• Domain + technical fluency: Hands-on experience with SAP Ariba (SCC/Sourcing/Contracts), S/4HANA (MM/logistics modules), and SAP EPPM, paired with working knowledge of integration architecture (middleware, APIs, IDocs) enough to bridge conversations between business stakeholders and developers without needing deep coding skills.
• Program/project management chops: Proven track record managing complex, multi-team technology programs (Agile or hybrid delivery), including sprint/roadmap planning, RAID log ownership, defect/UAT tracking, and steering committee reporting — ideally within supply chain, procurement, or data center/infrastructure environments.
• Stakeholder and vendor management: Strong experience coordinating across cross-functional teams (procurement, logistics, site ops, IT/dev teams) and external vendors/OEMs, with the communication skills to translate technical issues into business impact and drive alignment on priorities, timelines, and risk mitigation.

How will contractor performance be measured?: Delivery & Execution

• On-time completion of milestones per the project roadmap/sprint commitments
• Ticket/defect resolution turnaround time and backlog management (SLA adherence)
• Quality and completeness of UAT cycles, integration testing, and defect closure rates before go-live
• Successful, low-disruption cutovers/releases (minimal post-go-live incidents

Program Governance

• Accuracy and timeliness of status reporting (steering committee decks, RAID logs, dashboards)
• Proactive risk identification and mitigation — flagging issues before they become blockers, not after
• Budget/burn rate management against SOW hours and program budget
• Documentation quality (decisions, action items, requirements traceability.

Stakeholder & Team Effectiveness

• Stakeholder satisfaction feedback (from procurement, logistics, site ops, IT/dev teams)
• Effectiveness in cross-functional coordination — how well blockers get resolved across teams vs. escalated unnecessarily
• Vendor/OEM coordination outcomes (on-time deliverables from third parties, issue resolution)
• Team engagement — how well the PM keeps developers/analysts unblocked and focused

Business Impact

• Measurable improvements from digitization efforts (e.g., reduced manual PO processing time, improved shipment visibility, fewer data discrepancies)
• Contribution to on-time data center capacity delivery (since digitization delays can cascade into physical build timelines)
• Adoption metrics for new tools/dashboards rolled out to end users

Key Skills

Education

Bachelor's degree