Senior Manager Global Procurement (Sustainability)

The core mission is to make sustainability a built-in condition of how Exyte buys goods and services worldwide, rather than a layer bolted on afterwards. Day to day, that means embedding ESG criteria into procurement strategies, category plans and supplier contracts, running due diligence on supply chain partners, and identifying compliance gaps against frameworks such as LKSG and CSDDD. The role also acts as the central ESG point of contact within Procurement and Subcontracting Management, so a large share of the work is coordinating standards and resolving questions across regions. Longer term, the objective is to build a supply chain that can withstand both regulatory scrutiny and customer expectations. That involves developing ESG training and capacity-building for procurement teams and suppliers, monitoring performance through tools like SAP Ariba and EcoVadis, and continuously refining processes so that responsible sourcing, cost and efficiency are balanced rather than traded off. Success likely looks like measurable improvements in supplier ESG ratings, fewer compliance exposures and ESG language that buyers apply instinctively.

This is a rare chance to sit at the intersection of global procurement and ESG in a project-driven EPC environment. The candidate can expect to deepen practical knowledge of European supply chain regulation, particularly LKSG and CSDDD due diligence obligations, and of how those translate into contractual clauses, supplier questionnaires and audit programmes. Working with SAP Ariba and EcoVadis daily would sharpen both the tooling and the data literacy side of ESG reporting. Because Exyte builds for semiconductors, batteries, biotech and data centres, exposure to high-tech, highly regulated supply chains is almost guaranteed. That includes critical minerals, complex subcontractor networks and customer-driven sustainability requirements that go beyond baseline compliance. There is also likely scope to develop influence and training skills, since a substantial part of the role is teaching procurement colleagues and suppliers how to meet ESG expectations rather than simply policing them.

The ideal candidate brings at least seven years in procurement, supply chain or ESG roles, ideally within a multinational where they have already embedded sustainability criteria into sourcing processes rather than only advising on them. A bachelor's or master's degree in a relevant field is expected, and certifications in sustainable procurement or ESG would strengthen an application. Consulting experience is treated as an asset because it signals structured problem-solving and the ability to engage many stakeholders quickly. On the technical side, fluency in ESG frameworks and due diligence regulation matters, as does hands-on experience with procurement and sustainability platforms such as SAP, SAP Ariba and EcoVadis. Soft skills are equally decisive: this person must be credible with category managers who care about cost and delivery, persuasive with suppliers, and comfortable presenting to leadership. An analytical, results-driven mindset with a nose for risk is probably what separates a good hire from a great one.

Applications should lead with procurement transformation, not with general sustainability enthusiasm. Concrete examples of embedding ESG requirements into category strategies, supplier contracts or due diligence processes will resonate far more than a list of frameworks, and any experience with LKSG, CSDDD or equivalent supply chain regulation should be made explicit with outcomes attached, such as risk reduction, improved supplier ratings or audit findings closed. Because Exyte is an EPC contractor serving semiconductor, battery, biotech and data centre clients, demonstrating familiarity with complex, multi-tier supply chains and subcontractor management is valuable. Naming specific tools such as SAP Ariba and EcoVadis, and describing training or capacity-building programmes delivered to buyers or suppliers, would show the candidate can do the enablement part of the job, not just the policy part. In interviews, expect questions on how to balance sustainability requirements with cost and schedule pressure, so preparing real trade-off examples would help. It is also worth referencing Exyte's mission of applying technology to high-impact facilities, as cultural fit with an engineering-led organisation tends to matter.

This role is most likely to concentrate on the environmental and social dimensions of procurement, since those are where a construction and engineering supply chain has the largest footprint. That means supplier decarbonisation, responsible sourcing of materials and components, labour and human rights due diligence in subcontractor networks, and governance mechanisms that make those commitments auditable. The regulatory lens would be European, given references to LKSG and CSDDD, even though the position is based in Singapore and covers a global remit. The governance angle is equally important: by acting as the central ESG point of contact within Procurement, the role helps ensure consistent standards and reduces compliance risk across business units. There may also be a customer-facing dimension, because Exyte's clients in semiconductors, batteries and biotech often impose their own sustainability requirements on the supply chain. What is less visible in the posting is climate target-setting and reporting at corporate level; this job is more about operationalising ESG in buying decisions than about publishing the group's sustainability report.

The most obvious challenge is the tension between sustainability requirements and the cost, speed and technical constraints of an EPC project business. Procurement teams are judged on delivery and price, so persuading category managers and project leaders to accept additional due diligence, documentation or supplier conditions can be an ongoing uphill effort. Success depends heavily on framing ESG as risk management and competitive advantage rather than added bureaucracy. A second challenge is scale and fragmentation. Exyte operates across many countries and several high-tech sectors, each with different suppliers, subcontractors and regulatory exposures, so maintaining consistent ESG standards globally is genuinely difficult. Data quality is another likely friction point: supplier ESG information gathered through tools like EcoVadis or SAP Ariba is often incomplete, especially further down the supply chain. There is also the regulatory moving target of CSDDD and similar rules, meaning processes may need revisiting as guidance evolves.

A typical day might begin with reviewing supplier ESG assessments or due diligence questionnaires in SAP Ariba or EcoVadis, flagging risks and following up with category managers or suppliers. Much of the calendar would be meetings: with regional procurement leads to align on standards, with legal or compliance colleagues on regulatory interpretation, and with sustainability teams to connect procurement activity to corporate ESG objectives. Training sessions or supplier workshops would appear regularly, since capability building is explicitly part of the mandate. In between, there would be analytical work such as preparing performance reports for leadership, refining ESG clauses for contracts, or investigating a specific supply chain concern raised by a business unit. Because the role is global and project-driven, priorities can shift quickly when a new tender, audit or customer requirement lands, so the rhythm is probably less routine than in a purely corporate sustainability function.

Given the seniority and global scope, this position offers a strong platform for advancement into broader supply chain leadership, regional procurement director roles, or a head of sustainability position within an engineering or manufacturing business. Delivering visible results on ESG integration across a global supply chain is a credential that travels well, particularly as regulation tightens and companies compete for people who can operationalise it. There is also lateral growth potential. The role touches legal compliance, supplier development, data and reporting, and stakeholder engagement, so it could open doors into compliance, corporate sustainability strategy or supply chain risk functions. Exyte itself describes a dynamic learning organisation with individual development opportunities, and being the central ESG contact within procurement means high visibility with leadership, which tends to accelerate internal progression for someone who performs well.

The most frequent interactions would be with procurement and subcontracting colleagues across regions, since the role exists to embed ESG into their processes and decisions. Category managers and buyers are both the audience for training and the people whose day-to-day choices determine whether standards are actually applied. Legal, compliance and corporate sustainability teams are also natural partners, particularly around regulation such as LKSG and CSDDD, where interpretation and reporting need to be aligned. Externally, suppliers and subcontractors are central stakeholders, ranging from large equipment vendors to smaller local firms that may need support to meet ESG expectations. Customers in the semiconductor, battery, biotech and data centre sectors could also surface, especially where their own sustainability requirements flow into Exyte's contracts. Finally, business unit and regional leadership are important for securing buy-in, because procurement optimisation and ESG objectives only move forward when senior managers see them as aligned rather than competing.