SRM Lead

JLL empowers you to shape a brighter way . Our people at JLL are shaping the future of real estate for a better world by combining world class services, advisory and technology for our clients. We are committed to hiring the best, most talented people and empowering them to thrive, grow meaningful careers and to find a place where they belong. Whether you’ve got deep experience in commercial real estate, skilled trades or technology, or you’re looking to apply your relevant experience to a new industry, join our team as we help shape a brighter way forward. SRM Lead, Procurement Centre of Excellence Accountable for designing, embedding and governing a single, consistent supplier relationship management (SRM) programme across JLL’s Corporate Procurement function, spanning HR, Marketing, Professional Services, Technology and Travel & Fleet. Today SRM is applied unevenly — a minimum set of standards and Tier 1 scorecards exist, but adoption is inconsistent, QBR outputs and benefits are not reliably captured or monitored, and there is no consolidated view of supplier performance to share with leadership. This role brings that capability off the “side of the desk” and turns it into a governed, repeatable programme: defining the standards, segmentation and cadence; owning the SRM dashboard and reporting; and holding the category teams accountable for consistent execution. It creates clear visibility of supplier performance and relationship health for both procurement and the wider business, tracks the value delivered through SRM engagements, and ensures a common approach is followed across every category. The role sits within the Procurement Centre of Excellence, reporting to the Global Director, Procurement Centre of Excellence, and works cross-functionally with the category directors, Risk, Finance and the client-facing / Alliance teams. Summary of essential functions and goals Design and own a single, consistent SRM framework and playbook for Corporate Procurement — covering supplier segmentation, minimum standards, governance cadence, review formats, scorecards and escalation paths Establish and maintain clear visibility of supplier performance and relationship health for both procurement and the business, including a consolidated view of Tier 1 / strategic suppliers that can be shared with leadership and the CPO on demand Build and own the SRM dashboard and reporting — in partnership with Category teams — capturing scorecards, QBR outputs, performance trends, risk flags and improvement actions in one place Define and track the value delivered through SRM — innovation, savings, service improvement, risk reduction and collaboration outcomes — moving supplier reviews from partially reactive/historical to forward-looking and value-focused Drive a governed, consistent approach across all categories — holding category leads accountable for running QBRs to standard, capturing outputs, and adhering to the agreed cadence and minimum standards Own supplier segmentation and the strategic / preferred supplier list, defining the criteria for coverage and the differentiated management approach by tier Establish the SRM governance model — roles and responsibilities (e.g. RACI), meeting rhythm, executive sponsorship and escalation — so relationships are managed proactively and consistently rather than only at tender or when issues arise Partner with the Balance of trade and Alliance teams to better understand client status and supplier-led revenue and innovation opportunities from strategic relationships Work with the Governance & Risk Manager and the third party risk management (TPRM) framework to ensure supplier performance data and relationship insight feed into ongoing monitoring and corrective-action planning Embed SRM tooling and AI-enabled ways of working (e.g. Aravo and orchestration, standardised scorecards, automated feedback capture) to scale the pro…

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