Chief Procurement Officer

The Chief Procurement Officer (CPO), reporting to the Chief Financial Officer, is an enterprise leadership role responsible for transforming Procurement into a strategic enterprise capability that delivers sustainable value, competitive advantage, organisational agility and enterprise resilience. As executive owner of Centrient’s global procurement transformation agenda and future procurement operating model, the CPO is accountable for procurement performance and governance across all regions, businesses and spend categories, ensuring Procurement contributes directly to business performance, growth, operational excellence and long-term strategic success.

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The CPO leads Centrient’s global procurement function, encompassing procurement strategy, strategic sourcing, category management, supplier relationship management, governance, digital enablement and enterprise transformation. The role partners with Operations, Supply Chain, Quality, Commercial, Finance, IT and R&D to align procurement priorities with enterprise needs and deliver shared business outcomes.

Operating at executive level, the CPO is a trusted adviser to the CFO and senior leadership on third-party spend, supplier strategy, investment priorities, risk exposure and value creation. The role provides constructive challenge, influences strategic decisions beyond Procurement, sets enterprise procurement standards and ensures that material sourcing and supplier choices support Centrient’s strategy, financial objectives and long-term resilience.

Key Responsibilities

Procurement Strategy

- Set and execute a multi-year global procurement strategy and operating model aligned with Centrient’s enterprise priorities, financial objectives, operational requirements, growth ambitions and transformation agenda.
- Define enterprise procurement objectives, value targets, risk tolerances and performance measures; establish clear enterprise decision rights for category strategy, sourcing governance, supplier selection and procurement standards; and provide transparent reporting on delivery, emerging risks and corrective actions to the CFO and senior leadership.
- Ensure procurement activities support long-term business growth, competitiveness, organisational agility, operational resilience and strategic transformation objectives.
- Own the enterprise procurement value agenda, delivering realised savings, cash, working capital and broader business value, with Finance providing the single source of truth and validating outcomes, while protecting quality, service and supply continuity.

Enterprise Transformation and Change Leadership

- Lead the design, implementation and sustained adoption of Centrient's future procurement operating model, creating a globally aligned capability that delivers consistency, transparency, agility and value.
- Act as an enterprise transformation leader and change agent, driving organisational, behavioural, process and technology change across Procurement and its interfaces with the business.
- Challenge established ways of working and embed leading procurement practices, clear accountabilities and standard processes that improve organisational effectiveness and business performance.
- Build the capabilities, leadership commitment and change discipline required to sustain new ways of working and realise measurable transformation outcomes.
- Partner with executive leadership to align procurement transformation with broader corporate transformation objectives and establish a culture of innovation, continuous improvement and accountability.

Strategic Sourcing and Category Management

- Lead category management across direct and indirect spend categories, setting clear strategies, accountabilities and value objectives.
- Develop and execute category and supplier strategies that optimise total cost of ownership, quality, service and risk while providing flexibility to respond rapidly to changing markets, customer requirements and business priorities.
- Lead significant sourcing programmes and complex commercial negotiations, using market intelligence and cross-functional insight to deliver sustainable enterprise value.
- Ensure supplier portfolios support business continuity, innovation, growth and strategic optionality.

Supplier and Contract Management

- Build a portfolio of strategic supplier partnerships that provides access to innovation, capacity, market intelligence and capability, and creates mutual value beyond the terms of individual transactions.
- Establish supplier performance management frameworks and governance.
- Monitor supplier performance through agreed KPIs and improvement plans.
- Lead executive-level supplier reviews and strategic partnerships.
- Ensure commercial agreements