Senior Supply Chain Manager at World Vision International Rwanda: (Deadline 8 February 2026)

% Time

Major Activities

End Results Expected

10

Business Requirements 

1. Develop Functional Strategy aligning to GSCM Strategy and RO priorities, in coordination with other Departmental and NO Strategy.
2. Review and finalize Annual Business Plans
3. Proactively engage with suppliers, partners, local authorities, other NGOs, clusters and stakeholders to ensure good coordination and adequate information sharing, address common concerns/problems and seek solutions.

• SCM is considered as a Strategic Partner in the National Office.

• Awareness and understanding of key Supply Chain and Donor policies and procedures by all relevant staff

10

Leadership and Coaching 

1. Provide leadership to Supply Chain Department to ensure Our Promise strategy is embedded in the Department’s annual objective and day to day work.
2. Manage the performance of direct reports through performance reviews, frequent conversations and other method as appropriate. Be courageous in providing coaching or feedback for continuous performance improvement.
3. Ensure that all Supply Chain staff members understand Procurement Policies, Processes, and Systems.
4. Plan and coordinate departmental meetings to review status of tasks and update Senior Management Team on the progress of the departments’ functions.
5. Lead monthly appropriate review meeting to address open

• Availability of succession plans for key positions in the team and 2nd line leadership.
• Supply Chain teams in the National Office are robust and resilient, working together well, resulting in quality services that add value to the ministry and wellbeing of children
• Effective performance management per WVI guidelines and standards
• Relevant reports/analysis for decision making produced and discussed with leadership
• Supply Chain is aligned with global and regional directions, while acknowledging the context specific priorities
• SCM team is able to support agility in WV operations Strategic sourcing relationships with proper contract management mechanisms and supplier performance evaluation mechanisms established between Field Offices and key suppliers.

10

Planning 

1. Represent the SCM function on NO Strategic Planning & Annual Business Planning process
2. Represent the SCM Function in project designs and engage in GAM meetings, Partner – Sub-Grantee Meetings ensuring SCM is engaged early enough to allow professional input during planning stage.
3. Prepare Procurement planning guidelines align with Global Guidelines and Planning Calendar and socialize them with all Stakeholders.
4. Review the procurement planning and prepare Consolidated Annual Procurement Plan to socialize with NO Management & RSCM and develop the Sourcing Strategy.
5. Ensure Annual Procurement Plans are quarterly reviewed with Finance and Operation and update the Sourcing Plans accordingly.

Procurement planning & review process is embedded to Planning and Budgeting process.

10

Strategic Sourcing 

1. Determine the requirement for the Category, Market and Incumbent Supplier based on the Spend Analysis and Annual Procurement Plans.
2. Execute the reviewed and approved Sourcing Strategy.
3. Develop the Market Assessment and Supplier Pre-Qualification process based on the global polices and process.
4. Develop the framework in managing the RFQ/RFP Process including baselines & price survey methodologies.
5. Lead negotiations for the High Spend Categories and develop the negotiation strategies and contracting processes for other categories.
6. Review Procurement Committee submission documents to ensure their comprehensiveness to allow an informed decision-making process.
7. Ensure that Strategic Sourcing process and related controls are included in the Partner / Sub-Grantee Assessment Tools for assessment.

• Established Strategic Sourcing which is WV’s standard method of supplier selection, contract awards and procurement process.

• Strategic sourcing relationships with proper contract management mechanisms and supplier performance evaluation mechanisms established between the National Office and key suppliers.
• Co-manage significant standardization and categorization of WV supplies and commodity specific projects towards achieving strategic buying within each of the country programs and looking for ways to collaborate at regional and global levels.
• Clear standardization of supply categories with detailed specifications in place to drive optimal collaboration / consolidation of needs.

10

Supplier Contract and Relationship Management 

1. Vet (through in-country legal) and finalize, Global Standard contracts for NO use.
2. Draft & review supplier contracts for those categories where the vetted global standard contract format is not applicable, and reviews supplier recommended changes.
3. Ensure that Key Performance Indicators (KPIs) are embedded for all Strategically Sourced contracts and managed.
4. Resolve contract-related issues and improve T&C in contracts and the contracting process.
5. Develop supplier onboarding process and supplier relationship management framework including the communication guidelines & Supplier continuous improvement plan.

• WV uses Standard / vetted contracts and manages, maintaining healthy supplier relationship.

• Unity and Trust built with all stakeholders
• Partnership management of supply chain with relevant stakeholders to ensure organizational effectiveness and efficiency, enterprise risk management and compliance continuously improved.
• Good reputation of WV with partners, establishing a strong network
• Partnership management of supply chain with relevant stakeholders to ensure organizational effectiveness and efficiency.

10

Procurement Execution 

1. Ensure all orphaned PRs waiting to be sourced are assigned to the appropriate staff and are actioned in a timely manner.
2. Follow Procurement Polices and guidelines in Supplier Award decisions under the applicable threshold and ensure periodic review mechanism is place of the Buyers’ supplier award decisions.
3. Ensure, that all gaps are identified relating to the procurement execution (Process, system usage, disputes and etc.) and update / resolve them on a timely manner.

Smooth flow of day to day procurement operations, ensure timely and quality delivery.

5

Data Management, Analysis and Reporting 

1. Develop, track, and evaluate procurement metrics including areas of spend analytics, procure-to-pay process, operational efficiencies, and supplier performance to drive procurement strategy development and implementation
2. Design and communicate SCM KPI dashboard to management.
3. Conduct regular meeting with staff on KPIs to identify areas for improvement.
4. Monitor sourcing projects progress and produce sourcing status reports to management.
5. Ensure that Master Data management process is built on global guidelines, ensuring the acceptancy and completeness.

Operational Data is collected, analyzed, interpreted and well managed meeting the SCM Targets.

10

Process, Procedure and Policy 

1. Understand, interpret and analyze the global policies, processes and guidelines for better adoption at NO level and manage Exception Approval process.
2. Drive the policy, process and guidelines implementation plan, defining roles & responsibilities and owners for each step in the SCM process.
3. Ensure regularly reviews are done on the procurement policies, processes and guidelines (Source to pay (S2P), logistical, warehousing) to ensure their effectiveness and applicability and advise Regional and Global SCM Teams for possible change and /for improvement.
4. Advise National Offices on the acquisition and use of 3PLs and 4PLs and application of INCOTERMS.
5. Ensure adherence of SCM Policies, procedures and documentation to ensure compliance with WVI & donor regulations of the implementing Partners/Sub-Grantee are being evaluated under Partner / Sub-Grantee Assessment stage and captured them under capacity development plans.

Global Standard Processes are implemented and embedded a continuous improvement culture.

5

Systems Development and Implementation 

1. Maintain procedures and putting them into operation.
2. Plan and execute testing and implementation of major systems.
3. Ensure that databases meet user requirements.
4. Liaise with programmers, applications/operational staff, IT project managers and other technical staff.

Maximize the usage of all systems / tools / dashboards and well managed operation with external stakeholders.

10

Control and Compliance 

1. Assess criticality of the Risks identified related to SCM & Procurement and plot them in the Risk Pyramid.
2. Develop the risk mitigation plans and embed the to the processes, SoPs and guidelines for implementation and regularly evaluate control measures.
3. Monitor adherence to control measures and compliance with WV supply chain policies and guidelines.
4. Coordination with regulatory authorities for better understanding of the requirements and guide SCM Unit to comply and monitor the implementation.
5. Investigate reported cases breach of controls, frauds, non-compliance, misappropriation of WV funds and assets related to SCM and take corrective measure as per the established NO framework.
6. Conduct root cause analysis for external and internal audit findings, prepare respond and the implementation plan and monitor.
7. Ensure SCM Policies, procedures and internal control system is strong enough to safeguard WV funds and authorities allocated to Partners and Sub-Grantees under the partnering arrangement. Any gaps should be captured at Partner / Sub-Grantee Assessment stage and build onto capacity development plans.

• Mitigate Financial Risk and avoid significant financial risk ratings in procurement for both World Vision program and Partners.

• Providing best overall value and minimizing risk to the partnership through the establish and management of the 3rd party contracts. High quality supply chain management information
• Minimized SCM related risk exposure within National Office and external partners’ operations
• Acceptable audit risk ratings and timely implementation on internal and external audit recommendations
• Risks in working with external partners are constantly managed and monitored, with good understanding of inherent risks for the region and mitigation plans in place

10

Training and Capacity Building

1. Coordinate, participate in, and/or train staff from Supply Chain and other WVI Departments on WVI Procurement Policies, Processes, and Systems.
2. Develop Partners / Sub-Grantees’ capacity assessment and capacity building framework / guidelines are developed, leveraging the most recent regulatory best practices.
3. Train the SCM Team and other internal stakeholders in using the framework for capacity assessment and developing capacity building plans for Partners / Sub-Grantees.
4. Ensure the capacity building plans are implemented, monitored and take corrective measures for identified gaps / deviations.

• Availability of well-trained SCM team managing the operation.

• Staff understand their role and responsibilities in supply chain management including risk management/compliance as appropriate

• Sharing of best practices among SCM staff in the National Office

• Relevant reports/analysis for decision making produced and discussed with leadership

• Multi-year and rolling annual sourcing plans to delivery best overall value and across the National Office

• University Degree in Supply Chain Management, Procurement, Engineering, or Business Administration. (If the degree is issued by a foreign institution, an equivalence certificate from the Rwanda Higher Education Council (HEC) will be required)

1. Professional Certification advanced CIPS qualification
2. A minimum of five (5) years of progressively responsible experience in procurement, contracts management, contracts administration and/or logistics, of which three (3) years of experience directly related to first-hand procurement and/or contracting is required.
3. At least 5 years of experience in managing staff
4. Highly experienced in negotiation strategies and tactics
5. Ability to drive strong relationships with suppliers
6. Ability to explain complex supply chain concepts in simple terms to a diverse client team (senior executives and Supply Chain Management professionals)
7. Strong report writing and communication skills
8. Member of a professional Supply Chain and Procurement Body

List academic, technical skills or other knowledge preferred for this position.

1. Having a CIPS qualification
2. Having Local Procurement Certification
3. Strong computer skills and solid background working with modern office software
4. Strong writing skills
5. Critical thinking and innovative, with an ability to research, analyze and evaluate components of supply chain processes
6. Self-motivated with strong communication skills and the ability to work in a fast-paced dynamic environment

Additional work experience preferred for this position.

1. Substantive experience working in the INGO sector dealing with multiple donor funds and meeting different donor requirements
2. Work in a different Supply Chain Management Organization environment set -up (Corporate )

Complete Travel and/or Work Environment statements if applicable.

The position requires ability and willingness to travel domestically and internationally up to 30% of the time.

Core Competency 

Definition 

Level 

Business Needs Analysis

The ability to understand, define and shape what the operation, management and other stakeholders need

Mastery

Financial Acumen

The ability to collect data, analyze costs, internal and external financial/economic data, interpret findings and translate supply chain performance into financial and programmatic impact and identify/implement cash flow improvement opportunities.

Mastery

System Acumen

Ability to understand and evaluate systems and system modification and use of Office software.

Mastery

Supply Market and Supplier Research

The ability to conduct market research to obtain competitive proposals from suppliers.

Mastery

Category/ Sourcing Strategy Development

The ability to create a structured plan and compelling summary of the recommended category/ sourcing strategy, based on insights that deliver advantage.

Mastery

Demand Management

The ability to channel/ manage volume of goods/services consumed by the business to achieve usage that is effective, efficient and minimizes waste.

Mastery

Negotiation & Supplier Relations Management

The ability to obtain desired outcomes, using a variety of influencing strategies and tactics, and negotiate for strategic supplier relationships.

Mastery

Contract Management

The ability to put in place the right legal form of contract and to drive internal users to comply, manage user demand and measure and analyze service performance and supplier relationship.

Mastery

Supplier Performance Management

The ability to set the right performance measures for supplier/service provider to efficiently increase business performance alongside well-established monitoring and control mechanisms.

Mastery

Supplier Relationship Development

The ability to determine the right level of relationship needed with a supplier and developing/executing the plan to build and manage such a relationship

Mastery

Compliance

The ability to demonstrate compliance to policies, industry regulations and local laws.

Mastery

Risk Management

The ability to identify organizational risks including currency fluctuations and commodity price and implement appropriate mitigation plans that include segregation of duties.

Mastery

Process Improvement

The ability to analyze and redesign the business processes to achieve improvement in key performance measures and identify innovative means to achieve business results.

Mastery

Business Case Development

The ability to build the business case for change and to facilitate and implement the changes.

Mastery

Project Management

The ability to plan, coordinate and deliver project and program activity.

Mastery

Stakeholder Engagement

The ability to understand, influence and gain credibility with stakeholders in order to deliver superior business outcomes through their support.

Mastery

Communication

The ability to share information with clarity and impact using multiple channels and to foster open sharing of information throughout the organization.

Mastery

Teamwork

The ability to support colleagues to ensure team success, build relationships both internal and external to deliver organizational results, leveraging and respecting differences.

Mastery

Contact

(within WV or outside WV)

Reason for Contact

Frequency of Contact

(Daily, Weekly, Monthly)

Regional and National Office Leaders:

– Procurement function performance reviews

– Representation in the Procurement Committee (As needed)

Monthly

As needed

Local SLT:

– Supply Chain performance tracking

– Review opportunity areas

Monthly

Monthly

Local and Regional Vendors:

– Suppliers performance reviews (Weekly)

Weekly

Members of the broad external Community of Practice, as well as volunteers and beneficiaries:

– To develop relationships and stay aware of local Supply Chain needs and trends. (Weekly)

Weekly

Providing guidance on processes, policies and systems

Monthly