Vendor Management Sr. Director

Overview

We are seeking a dynamic and experienced leader who thrives in complex, cross‑functional environments and is passionate about driving value, compliance, and transformation across our global vendor landscape.

The Vendor Management Sr. Director leads a global organization responsible for managing Pepsi Co's relationships with a wide portfolio of external partners, including technology vendors (software, platforms, implementation), managed service providers, and consulting firms. This leader is a key driver of our digital transformation agenda, evolving the vendor management function from traditional oversight to a strategic partner management capability.

In close collaboration with leaders in Global Procurement, Finance, and Technology, the role establishes and oversees a holistic governance framework for strategic partners to align on shared goals based on Pepsi Co’s tech strategy, drive productivity and supplier‑driven innovation, and ensure operational excellence.

The Senior Director provides oversight for key functions including Vendor Strategy & Relationship Management, Vendor Governance & Performance Management, Software Asset Management (SAM), management of external labor, and governance of supplier management systems. The team leverages these platforms to provide real‑time, actionable insights that mitigate risk, ensure compliance, and enable data‑driven, strategic decision‑making.

This is a highly visible leadership role that requires strong collaboration with senior S&T (Strategy & Transformation) and business leadership to maximize the value of Pepsi Co's third‑party partnerships and investments.

Vendor & Relationship Management:

• Build and manage a governance framework for strategic vendors that supports Pepsi Co’s transformation agenda, drives productivity, and fosters innovation.
• Develop strong relationships with key vendors and ensure alignment with Strategy & Transformation (S&T) leadership priorities.
• Engage senior S&T and business leaders to ensure vendor strategies support enterprise objectives.
• Lead strategic executive engagements (EBCs, Top to Tops) and coordinate vendor prioritization and agenda‑setting with S&T leadership.
• Drive a quarterly vendor business review cadence focused on governance, roadmap insights, performance, and project priorities.
• Launch and maintain vendor performance scorecards, providing regular reporting on performance, value, and risk.

Cross‑functional Governance & Vendor Performance Management:

• Establish governance policies and procedures to manage performance, mitigate risk, and ensure compliance.
• Lead Contract Governance Committees (CGCs) with cross‑functional partners to drive aligned decision‑making and ensure adherence to contractual obligations.
• Manage escalations related to service or performance issues in partnership with Procurement and S&T leadership.
• Deploy and manage integrated scorecards and analytics platforms to monitor KPIs, innovation, delivery, and relationship health, including identifying and executing supplier credits.

Software Asset Management (SAM):

• Define and implement the SAM roadmap to improve visibility into license positions, consumption, and commercial levers for negotiations.
• Oversee audit readiness and response to reduce financial exposure and close audit findings with major publishers.
• Validate and consolidate S&T demand requirements for global initiatives.
• Partner with Finance, Procurement, and Technology to identify optimization opportunities using tools such as Flexera.

Management of External Labor:

• Develop and execute cost management strategies and playbooks to improve external labor productivity.
• Manage flexible resourcing models to align vendor capacity with business demand and deliver savings.

Governance of supplier management systems:

• Govern supplier management platforms (e.g., Fieldglass, Enlighta, Flexera) to ensure effectiveness, data quality, and actionable reporting.
• Lead system revamp efforts to standardize processes and improve visibility and control over the external workforce.
• Maintain dashboards and analytics for productivity, consumption, audit risk, and true‑up exposure across the vendor ecosystem.

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