Reporting into the Head of Operational Strategy, P&C, the role holder is responsible for shaping how P&C Operations partners with third-party vendors to deliver value, manage risk and ensure operational efficiency. This role focuses on developing and embedding frameworks that help teams make smart, consistent decisions about when and how to engage external partners (including, but not limited to, outsourced operations) – from due diligence, onboarding and ongoing performance management, to commercial alignment, compliance and exit planning.
Rather than manage vendor relationships directly, the role holder is a key partner to Leaders across P&C Operations, enabling them to assess the effectiveness of their current vendor landscape, identifying gaps or inefficiencies and applying structured principles to improve vendor use. This includes defining what good looks like in areas such as contract management, performance review, collaboration practices and cost optimisation – and equipping teams across P&C Operations with the tools, templates and guidance to execute those improvements themselves.
The Head of Vendor Frameworks works closely with colleagues in Procurement, Risk, Legal and other relevant stakeholders transversally to ensure alignment with broader organisational policies and standards, while keeping frameworks practical and fit for purpose in day-to-day operational settings. By enabling a more consistent, strategic approach to vendor engagement, the role enables teams to optimise value from external partnerships while simultaneously manage associated risks more effectively
Key duties and responsibilities
1- Vendor Framework Design & Development
Develop clear, structured frameworks that guide how P&C Operations engaged with vendors – from due diligence and onboarding to performance management and contract exit
Define principles (in alignment with transverse strategies) and good practice standards for vendor-related processes, such as due diligence, risk management, value tracking, performance and collaboration
Ensure frameworks are practical, easy to adopt and scalable across teams with varying needs
Design the most optimal way to monitor the vendor landscape across P&C Operations: including, but not limited to, contract repositories, vendor ownership details, key dates, charging structures, review dates
2- Continuous Improvement of Vendor Practices
Partner with teams across P&C Operations to assess how vendor are currently used, identifying inefficiencies, duplication or misaligned relationships
Act as a trusted advisor, partnering to evaluate where vendor use is adding value, where it could be improved or where internal alternatives may be more effective
Equip those teams accountable for managing vendor relationships with the tools (e.g. best practices) and guidance to implement changes
3- Framework Adoption & Embedding
Support the rollout and consistent use of vendor frameworks across P&C Operations by developing guiding materials, templates and onboarding sessions
Act as a point of contact for teams seeking guidance and support in applying the framework to new or existing vendor arrangements
Monitor adoption and surface feedback to continuously improve the effectiveness of the vendor frameworks
4- Cross-Functional Alignment
Work closely with Procurement, Risk, Legal and other control functions to ensure P&C vendor frameworks align with wider corporate policies, regulatory requirements and contractual obligations
Identify opportunities to streamline or clarify overlapping processes across functions
5- Governance & Visibility
Establish effective governance routines that improve visibility of vendor usage and support proactive risk and performance management
Support the development of dashboards or oversight forums that give leaders better insight into vendor dependencies and opportunities
6- Strategic Influence & Continuous Improvement
Provide insight and challenge to senior stakeholders on how vendor relationships could be better structured to support operational goals
Identify common themes across the function and feed into broader strategic discussions on sourcing, efficiency and external partnerships
Promote a culture of value-based vendor management – focused on performance, cost-effectiveness and long-term partnership quality
Required experience & competencies
Proven leadership and operational experience vendor management, procurement, operations or third-party risk management, ideally within a complex or regulated environment
Understand how third-party relationships operate in day-to-day business settings and how they impact service, cost and risk
Demonstrated ability to design and embed frameworks or structured approached that improve consistency, oversight and value in how vendors are engaged: strong ability to distil complexity into simple, repeatable principles and practical tools that can be applied across diverse teams
Demonstrated experience and leadership in reviewing and/or managing the operational use of vendors – with an understanding of what makes third-party relationships effective or inefficient
Experience supporting cross-functional alignment across business teams, procurement, risk and legal stakeholders
Demonstrated ability to partner with leadership teams to co-develop practical, team-owned action plans
Comfortable influencing without formal authority, with a track record of delivering impact through relationships and trust
Experience working cross-functionally and navigating ambiguity, particularly in evolving or transformation-focussed environments
Excellent analytical and problem-solving skills, with the ability to make data-driven decisions.
Communication: Superior communication skills, both written and verbal, with the ability to effectively convey complex information to diverse audiences (confident with presentation decks, data, storyboarding and reporting to executive leadership teams)
Highly organised with excellent delivery
Ability to adapt to changing business environments and drive continuous improvement.
Ability to build and maintain strong relationships with internal and external stakeholders at multiple levels and across disciplines
A forward-thinking approach with a passion for driving innovation and operational excellence
Occasional travel to SCOR overseas offices may be required.
Required Education
Bachelor’s Degree (or equivalent) in a relevant field such as Business Administration, Economics, Operations, Supply Chain, Law or a related discipline
