Sr Manager, Procurement Platform Excellence

Our vision is to transform how the world uses information to enrich life for all.

Micron Technology is a world leader in innovating memory and storage solutions that accelerate the transformation of information into intelligence, inspiring the world to learn, communicate and advance faster than ever.

Our vision is to transform how the world uses information to enrich life for all.

Micron Technology is a world leader in innovating memory and storage solutions that accelerate the transformation of information into intelligence, inspiring the world to learn, communicate and advance faster than ever.

The Global Procurement team is an integral engine to Micron’s growth, delivering best-in-class total cost and supply chain resiliency through innovative predictive capabilities, risk analysis, and a focus on sustainability and diversity. Our business goals are directly tied to the value we place on our team members, our greatest asset. We invest in our people through a skills-based learning and development model to create clear career pathways for growth. Join us and discover why Micron’s Global Procurement team is the preferred destination to ignite your talent.

As Senior Manager, Platform Excellence within Global Procurement’s Center of Excellence Digital Transformation & AI organization, you drive the Source-to-Pay (S2P) platform strategy and roadmap and lead end-to-end management of the S2P platform landscape. This is a collaborative role: you shape one coherent S2P platform direction together with your peer Senior Managers for S/4HANA Transformation, AI Transformation, Data & Process Automation, and Data Excellence & Governance. Your portfolio spans sourcing, contract lifecycle management, procure-to-pay, supplier and catalog enablement, and the analytics and reporting platforms used by the data analytics team, and you lead a team based in Hyderabad, India.

This is not a SAP or ERP configuration role. The SAP S/4HANA and Ariba transformation is driven by a separate team; you partner closely with them so the S2P platform landscape integrates cleanly with the ERP core and enterprise systems, and every platform decision reinforces one coherent, standardized S2P experience. Similarly, new AI transformation products that are still at an early, incubation stage sit with the AI Transformation team — your accountability is the established S2P platform portfolio and how it is run, integrated, and adopted.

You set direction and priorities and own value realization measured in real business terms — productivity, adoption, cycle time, and decision quality. You bring strong product and user-centered discipline to how the portfolio is run: grounding decisions in user personas, journeys, and end-to-end processes, and owning supplier-supported and third-party products end-to-end, including escalation, supplier performance (reviews, SLAs, demos), licensing, renewals, and end-of-life transitions.

This is a people-leadership role. A core part of your mandate is to move platform operations from reactive, ticket-driven support to a proactive, agent-embedded model, and to embed product and user-centered discipline across the portfolio. You develop a team of platform and product professionals and partner closely with AI Transformation, Data & Process Automation, Data Excellence & Governance, IT, Enterprise Architecture, Security, and Compliance. GP-centric platform products are owned here end-to-end; enterprise-wide systems and IT infrastructure remain with IT — the role does not perform software development or manage infrastructure.

▍ Key Responsibilities

A core expectation is to run Global Procurement’s Source-to-Pay platforms as products — end-to-end, value-driven, well-integrated, and adopted — while moving platform operations toward a proactive, agent-embedded model.

Platform Strategy & Value Optimization

• Own the end-to-end S2P platform portfolio strategy and roadmap — including the analytics and reporting platforms — framing business problems into clear product strategies that maximize outcomes over outputs.
• Prioritize opportunities and make build-versus-buy-versus-partner trade-offs, sequencing platform investment against S2P Reimagined and ERP transformation milestones.
• Track value through real business indicators — productivity, adoption, cycle time, and decision quality — and engage stakeholders on investment decisions and supplier and technology trends.

End-to-End Platform Leadership & Lifecycle

• Lead and be accountable for the S2P platform portfolio across its full lifecycle — sourcing, contract lifecycle management, procure-to-pay, supplier and catalog enablement, and analytics platforms — setting clear direction and adapting priorities as needs evolve.
• Own supplier-supported and third-party products for GP-centric solutions, including escalation, supplier performance management (reviews, SLAs, demos), licensing, renewals, and end-of-life transitions.
• Apply product-management fundamentals — budgeting, cost-versus-value trade-offs, and lifecycle planning — to keep platforms fit-for-purpose as scale and complexity grow, while keeping GP-centric solutions PM-owned and enterprise-wide systems with IT.

Platform Operations, Integration & Health

• Own platform stability, configuration, release, environment and test, and incident and problem management across the S2P landscape.
• Ensure the S2P platforms integrate cleanly with the SAP S/4HANA and Ariba ERP core and enterprise systems, so data, controls, and processes flow reliably end-to-end.
• Establish platform health KPIs, service levels, and monitoring, and shift from reactive support to proactive, increasingly self-healing platforms — with agents handling detection, triage, routing, and routine configuration and testing.

Analytics Platforms, Adoption & Product Performance

• Product-manage the analytics and reporting platforms used by the data analytics team — ensuring the tooling is reliable, well-integrated, and fit-for-purpose, while analytics outputs and insights remain owned by the data analytics team.
• Instrument platforms to measure usage, adoption, and value, and use those signals to refine roadmaps and features.
• Define what “good adoption” means beyond usage — decision confidence, reduced rework, and behavior change.

User-Centered Solution Design

• Ground solutions in user personas, journeys, and end-to-end process understanding, balancing usability, feasibility, business value, and enterprise constraints.
• Challenge low-value features and over-customization; advocate scalable, standard-driven design and consistent interaction patterns across S2P tools and AI-enabled capabilities.
• Anticipate adoption risks and continuously improve solutions based on user behavior and usage signals.

Stakeholder Engagement, Enablement & Change

• Engage stakeholders, build trust, and bring people along through change; translate needs into clear action plans and resolve issues through influence and partnership.
• Own the platform enablement and support model — training, documentation, self-service, and a responsive support experience across regions.
• Embed change management into the product journey and drive adoption through clear, simple, actionable communication.

Innovation & Agent-Embedded Ways of Working

• Reimagine platform operations and enablement with agents embedded — platform support copilot, configuration and testing agents, integration-monitoring agents, and enablement copilot.
• Sponsor rapid experiments, validate impact, and turn the best into reusable building blocks for broader adoption across Source-to-Pay.

Team Leadership & Enterprise Partnership

• Lead, coach, and develop a Hyderabad-based team; build depth, ownership, and succession, and coach the team for a product-led, agent-embedded operating model.
• Partner across DTAI pillars, IT, Enterprise Architecture, Security, Compliance, and functional Global Procurement teams, and represent the platform agenda in program reviews and executive readouts.
• Serve as the primary escalation point for platform stability, integration, and adoption risks, translating complex dynamics into clear decisions and tradeoffs for senior stakeholders.

▍ Leadership Expectations

This leader is expected to embody Micron’s core values and set the tone for the team:

People

Care for each other — build an inclusive, high-trust team; develop talent, grow capability, and plan succession within the team.

Innovation

Shape the future — run platforms as products and champion agent-embedded ways of working; experiment, learn fast, and scale what works.

Tenacity

Nothing shakes our resolve — own platform stability, integration, and adoption outcomes end-to-end through complex, cross-system challenges.

Collaboration

Aligned to win — break silos across DTAI, IT, Enterprise Architecture, Security, and the business; win as one team across time zones.

Customer Focus

Partner and win together — treat procurement stakeholders and end-users as customers; design for their journeys and deliver adopted, high-value platforms.

Speed

Act with purpose and set the pace — make timely, well-reasoned decisions and move prioritized platform work from pilot to scale without losing rigor.

▍ Leadership Competencies

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