# Strategic Supplier Value Lead at M&G

M&G is hiring a Strategic Supplier Value Lead for a remote role open to applicants in United Kingdom. Level rates it Little AI ●○○○; you can [apply on M&G](https://jobsbylevel.com/go/e22a7dcc-2b02-41f6-974a-6c372db5c7a0?utm_medium=ai-agent).

AI Level 1, AI centrality 0 out of 100. Remote (London).

## Details

- Company: [M&G](https://jobsbylevel.com/companies/m-g)
- AI level: AI Level 1 (score 0 out of 100)
- Location: Remote (London)
- Posted: November 4, 2026
- Apply: https://jobsbylevel.com/go/e22a7dcc-2b02-41f6-974a-6c372db5c7a0?utm_medium=ai-agent
- Free CV review for this job: https://jobsbylevel.com/cv-review?job=strategic-supplier-value-lead-at-m-g-1ef968

## Prepare for this job

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## Description

At M&G, our purpose is to give everyone real confidence to put their money to work. With a heritage dating back more than 175 years, we have a long history of innovation in savings and investments, combining asset management and insurance expertise to offer a wide range of solutions. Our two distinct operating segments, Asset Management and Life, work together to provide access to balanced, long-term investment and savings solutions. Through telling it like it is, owning it now and moving it forward together with care and integrity; we are creating an exceptional place to work for exceptional talent. We will consider flexible working arrangements for any of our roles and offer workplace adjustments to ensure you have the support you need to succeed in your role. The Role: Strategic Supplier Value Lead The Strategic Supplier Value Lead unlocks value from M&G’s most strategic suppliers and cross-business unit suppliers, beyond what the contract delivers. The postholder works with a named portfolio of around ten suppliers and, for each, brings business unit leadership and the supplier’s executive team together around a forward agenda of innovation, joint savings initiatives, co-investment and access to the supplier’s wider client network and expertise. Opportunities are originated and shaped by this role and handed to the Technology or Services procurement teams to negotiate and contract. Success is measured by the net value that lands for the group. M&G Procurement is on a transformation journey, our objectives include: identifying and delivering material, recurring cost reduction on M&G third-party spend; and materially improving how the business experiences Procurement, measured through an internal NPS. A strategic supplier reaches the group through many doors. Its delivery teams sit inside each business unit and department, and its sales team deals with the Procurement category teams on price, terms and renewals. Today there is no single executive door into the whole relationship. This role is that door. Most organisations combine delivery oversight and relationship value in one supplier management role. M&G’s operating model deliberately separates them. Delivery oversight stays with the business units that consume the service. Negotiation stays with the Procurement category teams. Strategic Supplier Value is a horizontal role, organised by named supplier, that works across every business unit on what the whole relationship can give the group. Role Boundaries The role sits alongside two existing layers and does not duplicate either. These boundaries are fixed and are central to how the role operates. What this role does not do Own or oversee service delivery, SLAs, supplier performance, contract management or vendor governance. These remain with in-business vendor management teams. Act as an escalation route for operational or delivery issues. These are directed back to the accountable business vendor management team. Negotiate, contract or renew. All negotiation, including the terms of co-investment and joint savings initiatives, is led by the relevant category team. Make commitments or give signals to suppliers on price, volume, term or renewal intent. Work with suppliers outside the contracted portfolio. Key Responsibilitie s Strategic Supplier Portfolio Maintain the named portfolio of around ten strategic suppliers, typically around seven anchor suppliers selected mainly on spend and dependency, plus three rotating slots for smaller suppliers where value headroom and our importance to them are high. Apply the agreed eligibility criteria (top tier group spend, critical service or high strategic dependency, use by more than one business unit) and prioritisation scoring (value headroom, our importance to the supplier, network value, innovation capacity, cross business unit breadth). Lead the annual portfolio review and present recommendations for approval at group executive level, rotating suppliers so the role does not

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