Procurement Team Leader Jobs

OpEx Procurement is seeking a Sr Procurement Leader to architect and drive the organization-wide strategy for OpEx Procurement. This role sets the bar for how OpEx Procurement plans, prioritizes, and executes as one organization — translating a newly-merged, end-to-end team into a single integrated operating model that assures the continuity and quality of goods and services for every Amazon site, worldwide. This is an organizational-strategy seat that sits across the pillars; it does not own category or sourcing strategy — the pillar leaders own that. Instead, it connects their strategies into one coherent whole and drives the cross-cutting initiatives no single pillar owns.
As the Sr Procurement Leader, you are the right hand to the Global Director and the connective tissue across the organization’s five strategic imperatives — Reduce Cost to Serve, Manage Supplier Risk & Performance, Advance Sustainability, Scale Procurement through Technology, and Foster One Procurement Culture. You work in two directions: horizontally across OpEx Procurement’s own pillars and regions (FMS, WFS, Supplies & Consumables, and the field), and outward across the broader GPO pillars and partner functions (GPSI, GSM, GPCS, Category, Finance, GPT). A core part of the role is building and improving the mechanisms that make these partnerships work — the communication, governance, and operating rhythms that keep a 700+ person, multi-pillar organization aligned. You operate where the problem, opportunity, and strategy are often not yet defined, using significant expertise and high judgment to distinguish one-way from two-way doors, design the right long-term solution, and deliver with independence and discernment.
This role is deliberately scoped as a deep-generalist, org-wide position: the person in this role builds fluency across every pillar, region, and function — and is developed as organizational bench strength able to step into adjacent leadership roles when needed and to serve as long-term succession for senior leadership in OpEx Procurement.

Key job responsibilities

• Own OpEx Procurement’s organization-wide strategy and strategic-initiatives portfolio — synthesize the pillars’ category and regional strategies into one coherent organizational strategy, and architect, prioritize, and drive the cross-cutting initiatives that advance the five imperatives — making definitive calls on sequencing, scope, and trade-offs across opportunity, resources, and sustainability. (Category and sourcing strategy remain owned by the pillar leaders; this role integrates and connects them.)
• Set the bar for operating mechanisms and cadence — design and run the mechanisms that align the organization: OP1/OP2 planning, 3-year plan (3YP) inputs, goals, MBR/QBR, and the governance forums where cross-pillar decisions are made and standards are adopted.
• Drive cross-pillar initiatives inside OpEx Procurement — lead programs that span FMS, WFS, and Supplies & Consumables and all regions (NA, EMEA, LATAM, AMET, APAC), integrating Category strategy with Field execution under the Target Operating Model (TOM 2.0) so the organization operates as one team rather than a set of silos.
• Partner and build mechanisms across the broader GPO pillars — represent OpEx Procurement’s strategy and interests across GPSI, GSM, GPCS, Category, Finance, and GPT; establish the shared operating models, SLAs, and escalation protocols that replace dropped hand-offs with clear cross-pillar accountability; and align OpEx priorities to the GPO SPS imperatives.
• Improve communication, partnership, and operating rhythms — design and continuously improve the mechanisms that keep a 700+ person, multi-pillar organization connected — governance forums, review cadence (MBR/QBR), decision and escalation paths, and cross-team communication norms — strengthening partnership both within OpEx Procurement and with other GPO pillars and partner functions.
• Build the analytics and decision frameworks the org runs on — define consistent metrics and reconcile data across Finance, BI, and Category into a single source of truth; turn data into actionable, information-rich packages and dashboards that drive decisions.
• Act as strategic architect and chief-of-staff partner to the Global Director — convert leadership intent into executable strategy, author the narratives that set direction, prepare the Director for senior-leadership reviews, and drive the decisions and escalations that keep the organization moving.
• Establish standards, playbooks, and governance that pillar and field teams adopt — create scalable mechanisms and best practices (sourcing methodology, supplier escalation SLAs, contract performance standards, review cadence) and educate the organization on them, ensuring consistency globally while allowing tailored local execution.
• Drive the shift from tactical execution to strategic partnership — advance the flywheel of frameworks bandwidth impact, converting unmanaged spend into strategic management and freeing capacity through technology and AI adoption.
• Force-multiply across the organization — influence team priorities, business strategy, and goals through data-driven contributions; identify and mitigate risks before they become roadblocks; and remove bottlenecks for operational excellence.

About the team
OpEx Procurement exists to ensure the continuity and quality of goods and services for Amazon site operations — owning the full procurement lifecycle from category strategy through site-level execution. Our vision is to provide strategic procurement support for all sites, across all business lines, in all regions of the world.
In 2026, the organization unified Site Procurement Operations and OpEx Category into a single end-to-end team under one leader — eliminating the historical gap between who negotiates and who executes. Today OpEx Procurement supports ~2,366 sites with ~$22.4B in addressable spend across three categories (Facilities Management Services, Workforce Services, and Supplies & Consumables), operating as a 700+ person global organization. 2027 is the execution year: the merger is done, and the team is deploying a unified operating model, converting billions in unmanaged spend, embedding AI to unlock capacity, and elevating from operational support to strategic procurement partnership.
This role sits across all pillars as the strategic architect and process authority, reporting into the Global Director. It is the catalyst for the shift from a siloed, tactical model to an integrated, AI-enabled, strategic one — and a deliberate investment in organizational bench strength for the future.