Director SCC Deployment, IMSCP

• Job title Director SCC Deployment, IMSCP
• Function Procurement
• Sub function Strategic Sourcing
• Category Director, Strategic Sourcing (P9)
• Location Zug / Beerse / Dublin / Titusville / Switzerland / Belgium / Ireland / United States of America
• Date posted Nov 13 2026
• Requisition number R-110742
• Work pattern Hybrid Work

Description

At Johnson & Johnson, we believe health is everything. Our strength in healthcare innovation empowers us to build a world where complex diseases are prevented, treated, and cured, where treatments are smarter and less invasive, and solutions are personal. Through our expertise in Innovative Medicine and MedTech, we are uniquely positioned to innovate across the full spectrum of healthcare solutions today to deliver the breakthroughs of tomorrow, and profoundly impact health for humanity. Learn more at jnj.com.

As guided by Our Credo, Johnson & Johnson is responsible to our employees who work with us throughout the world. We provide an inclusive work environment where each person is considered as an individual. At Johnson & Johnson, we respect the diversity and dignity of our employees and recognize their merit.

Please note that this role is available across multiple countries and may be posted under different requisition numbers to comply with local requirements. While you are welcome to apply to any or all of the postings, we recommend focusing on the specific country(s) that align with your preferred location(s):

Remember, whether you apply to one or all of these requisition numbers, your applications will be considered as a single submission.

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Innovative Medicine Supply Chain

Director – Supply Chain Collaboration (SCC) Deployment & Value Realisation

About Innovative Medicine

Our expertise in Innovative Medicine is informed and inspired by patients, whose insights fuel our science-based advancements. Visionaries like you work on teams that save lives by developing the medicines of tomorrow.

Join us in developing treatments, finding cures, and pioneering the path from lab to life while championing patients every step of the way.

Learn more at https://www.jnj.com/innovative-medicine

We are searching for the best talent for Director, Supply Chain Collaboration (SCC) Deployment & Value Realisation to be in Zug, Switzerland, or Titusville NJ, US.

The Director provides end-to-end business leadership for deploying SAP Business Network Supply Chain Collaboration (SCC) with IMSC suppliers. The role covers both the Transcend/TIME S/4HANA programme and the accelerated rollout in the Europe2 (EU2) heritage ERP system.

The role is the single business point of contact for SCC deployment. It sets the standard, scalable deployment model and brings Procurement, Planning, Transcend/TIME, GPEX, POEX and suppliers together around one approach. It makes sure SCC turns into measurable inventory, working-capital and efficiency outcomes.

This is a business leadership role, not an implementation coordination role. It shapes how J&J works digitally with its suppliers for years to come.

Strategic Context

• Vision: IMSC aims to build a transparent, resilient collaborative-planning ecosystem with suppliers, improving agility and optimising inventory through real-time data.
• Growing complexity: Between 2020 and 2025, brands rose by 150% to 144 and SKUs by 200%. Multi-tier collaboration and geopolitical sourcing pressures are also increasing.
• Legacy platforms: Legacy SNC/SMICS supports about 13 MRP suppliers, covering 3% of spend but 34% of PO transactions. WIth with Project Osprey transfering SNC to the DPS NewCo, IMSC must exit SNC.
• Transcend/TIME: SCC is the target model for collaboration with MRP suppliers on S/4HANA. Athens was the first SCC go-live; BioNC and later sites follow on the Transcend roadmap.

You will be responsible for:

• SCC Deployment Strategy & Roadmap: Own one integrated SCC deployment strategy and roadmap across Transcend/TIME and the Europe2 (EU2) acceleration. Prioritise deployment waves by value, supplier readiness and Transcend/site timing, so that EU2 strengthens the long-term TIME model rather than creating a parallel one.
• Scalable Deployment Playbook: Design and continuously improve a standard, repeatable SCC Deployment Playbook covering readiness, go-live criteria, hypercare and adoption. Build in lessons from Athens and every later wave, and limit supplier-specific customisation.
• Transcend/TIME Deployment: Lead the business side of SCC deployment in line with Transcend releases, from Athens through BioNC and later sites. Prove the full range of collaboration models (PO collaboration, ASN, forecast collaboration, VMI and consignment), not standard PO alone.
• EU2 Acceleration & SNC Exit: Migrate SNC suppliers to SCC within the mandated exit timeline. Protect existing VMI and consignment benefits, secure early supplier commitment and onboard new suppliers where SCC adds value.
• Value Creation & Benefit Realisation: Own the SCC value case end to end with Procurement, Planning and Finance. This runs from sizing the opportunity and choosing the right collaboration model for each supplier to tracking inventory, working-capital and efficiency benefits against plan.
• Procurement–Planning Orchestration: Bring Category Management, Planning and process owners into one deployment approach with clear accountabilities. Act as the integration and escalation point for key dependencies such as master data, pricing, consignment terms and invoicing.
• Supplier Readiness & Adoption: Assess supplier readiness before deployment and engage supplier senior leadership on the business case. After go-live, drive adoption so collaboration features are actually used, not just switched on.
• Template, Governance & Risk: Define the SCC template, business rules and decision rights (RACI) with Transcend/TIME, GPEX, POEX and JJT. Manage cross-programme risks with clear trade-off options, and make sure deployments meet J&J quality, SOX and contractual requirements.

Scope and Complexity

• Breadth: Two connected programmes running at once, across the ECC (EU2) and S/4HANA (TIME) landscapes, several manufacturing sites, and North American and European supplier bases.
• Scale: The EU2 programme alone covers 14–17 suppliers, about $155M of spend and about $85M of inventory; later Transcend waves add to this.
• Complexity: A fixed deadline from the corporate mandate; a mix of B2B and Portal integration models; suppliers each requiring their own end-to-end testing; and collaboration models not yet tested at scale in the pilot.
• Influence model: Heavily matrixed; delivers mainly through influence across Procurement, Planning, Transcend, JJT, GPEX and supplier leadership.
• Horizon: Multi-year, starting with critical deployment milestones in 2027–2028.
• This position has no direct reports. The Director, SCC Deployment & Value Realisation is part of the IMSC Procurement organization and reports to the Senior Director, IMSC Procurement Excellence.

Key Stakeholders and Interfaces

Internal:

• IMSC Procurement VP and IMSC Planning VP.
• Transcend Leadership Team and Director Transformation Transcend-Plan BPL.
• Senior Director GPEX, GPEX Director and POEX Director.
• Site Planning teams, J&J Technology (JJT) and Finance;

External:

• Supplier senior leadership (CMO, raw-material and packaging suppliers);
• SAP / SAP Business Network partners (as required).
  

Qualifications / Requirements:

• Bachelor’s degree in Supply Chain, Business, Engineering or a related field. MBA or other advanced degree preferred.
• Minimum 10–12 years in supply chain, procurement and/or planning, with significant experience in cross-functional transformation leadership. Experience in pharmaceuticals is preferred.
• Proven business-side leadership of large-scale ERP or digital supply chain deployments (SAP S/4HANA, SAP Business Network / Ariba SCC, SNC or equivalent).
• Deep knowledge of supplier collaboration and replenishment models: PO collaboration, ASN, forecast collaboration, VMI and consignment.
• Track record of delivering measurable value, particularly in inventory and working capital, and of benefit tracking.
• Demonstrated ability to influence senior leaders and supplier executives without direct authority.

Travel

Up to 20% domestic and international travel.

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