Sr. GCS Strategic Partnerships Manager

Responsible for performance, and relationship management of the hardware, software, and labor agreements on behalf of the Carnival Corporation Cybersecurity Services Team. Responsible for managing portfolio of contracts worth over $300M. Closely collaborates with vendors, GCS leaders, Finance, Global Sourcing, HR, and Legal as a representative from GCS in the sourcing process. This resource is a subject matter expert in the analysis, interpretation and presentation of performance and relationship measures. Collaborates with GCS Leaders to anticipate sourcing needs while establishing comprehensive portfolio of high performing vendors. Oversees managed service agreements to ensure transparency on performance and adherence to contractual obligations by the vendor. Conducts recurring compliance reviews with vendor and IT leadership.

Essential Functions:

• Performance Management: Drive quality vendor delivery through the analysis, interpretation, and management of performance metrics. Ensure vendor accountability through robust service level reporting
• Vendor Relationship Management: Holds regular business reviews to help identify, develop, and strengthen relationships with key strategic vendors. Responsible for any customized GCS requirement setting for our vendors.  Helps develop vendor management processes including templates and cadence for business reviews. Ensures vendors are following our processes and procedures. Owns vendor relationships. Responsible for onboarding and offboarding any GCS vendors as well as ensuring compliance with our established third-party risk management process
• Sourcing and Contracts: Acts as a representative for GCS in the sourcing process. Drive contract lifecycle while also adhering to the global sourcing policies. Ensure timeliness of contracts managed by sourcing and provides full end-to-end RFP and contract lifecycle management for sourcing engagements which don’t meet the global sourcing spend threshold
• Continuous Improvement: Responsible for developing and implementing a multi-faceted continuous improvement process incorporating both observed issues as well as recommendations for process improvements
• People Management: This resource may manage a small team of resources to assist with vendor and contract management

Qualifications:

• Education:  A Bachelor’s degree in Business, Finance, Supply Chain or Information Technology.  Master’s degree a plus.
• Years & or Area of Professional experience: 7+ years in a vendor management or service delivery role with experience generating, amending and terminating contracts. Experience designing and monitoring SLAs
• Critical Professional Related Technical/Computer Skills:  ServiceNow or other ticketing system, CMDB, ITIL. Contracts management systems
• Experience with contracts and vendor management for a large, shared services organization is a requirement. Experience with cybersecurity vendors is a plus

Knowledge, Skills & Abilities:

Contract negotiations, Vendor Management & Service Delivery

Decision-Making:

• Strategic:  Decisions affect the long-term direction and policy of the entire company. These decisions affect the short-term and long-term performance of GCS. Strategic decisions are high-risk because their outcomes are largely unknown and have a huge impact. These types of decisions are usually made at the top level of a company. Examples are: New services, acquisitions.
• Tactical:  Decisions focus on intermediate-term issues. The purpose of decisions made at this level are to help move GCS closer to reaching strategic goals. Outcomes are predictable. After a decision is made by Top Executive Leadership, the next phase is to take the needed steps to implement it.  Examples are: The amount of money required to implement, which advertising agency to promote a new service or to provide an incentive plan to employees to encourage increased revenue.
• Operational:  Decisions focus on day-to-day activities within the company. Decisions made at this level help to ensure that daily activities proceed smoothly and therefore help to move the company toward reaching a strategic goal. They have short term consequences. Examples are: Handling employee conflicts, purchasing materials needed for operations
• Standard:  These decisions are those that are repetitive decisions on a recurring basis and are commonly related to daily activities. They are relatively simple, relying on historical data and previous solutions. Examples are: reordering of standard office supplies, handling transactions

Physical Demands:  Must be able to remain in a stationary position at a desk and/or computer for extended periods of time. 

Travel:   No or very little