Senior Director, Technology Strategic Sourcing & Category Management

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Serves as the single accountable owner for one or more technology categories within Cencora's global data and technology indirect spend portfolio, covering sourcing strategy, negotiation, supplier management, and portfolio and demand management for that scope. Owns the category roadmap for both near-term execution and multi-year delivery, and establishes clear sub-category ownership so every area of spend has a named owner. Directs enterprise-wide negotiations with major technology providers and owns the supplier performance, risk, and value agenda for assigned categories. Leads a team of Director-level category owners and sourcing professionals, building capability and a culture of accountability and commercial rigor. Acts as the defined sourcing business partner to assigned Technology senior leaders, translating their roadmaps and budgets into a forward demand plan so sourcing gets ahead of requirements rather than reacting to them. Establishes the governance, controls, and performance measures that convert category strategy into realized savings, improved service levels, and managed third-party risk.

Directs technology category strategies for assigned spend areas, including demand assessment, sourcing approach, supplier segmentation, risk evaluation, and value engineering initiatives. Leads category planning and sourcing execution by aligning business and technology requirements, market intelligence, financial objectives, and procurement priorities into actionable multi-year strategies. Oversees supplier selection, negotiation, and contracting to improve commercial outcomes, service performance, and total cost of ownership. Establishes governance, controls, and performance measures that strengthen policy compliance, implementation discipline, and realization of sourcing benefits. Leads team performance, capability development, workforce planning, and talent management activities to support business priorities and sustained functional effectiveness. Category Ownership and Operating Model Acts as the single accountable owner for assigned technology categories, including the category roadmap, in-year execution plan, and multi-year strategy. Defines and maintains sub-category ownership within the team so every area of spend has a named owner with clear scope, decision rights, and accountability. Operates the category-based model rather than a vendor-tier model, segmenting suppliers within each category by value, risk, and criticality instead of by relationship status. Leads completion of the transition from the legacy vendor-tier structure for assigned scope, including scope boundaries, handoffs, knowledge transfer, and stabilization of new ways of working. Publishes and refreshes the category roadmap on a defined cadence, covering priorities, savings commitments, renewal timing, supplier strategy, and risk posture. Represents assigned categories in functional planning and coordinates with peer category owners, including the MA&D category, where scope, suppliers, or agreements intersect. Portfolio and Demand Management Serves as the defined sourcing business partner to assigned Technology senior leadership team members, acting as their single point of contact for category sourcing. Runs a standing cadence with business partners to capture roadmap, budget, and demand signals well ahead of need, typically 6 to 12 months in advance of requirement or renewal dates. Maintains a rolling demand, renewal, and pipeline forecast for the category so spend is planned and proactively managed rather than processed tactically as it arrives.