VICE PRESIDENT, DEFENCE SUPPLY CHAIN DEVELOPMENT
BDCWe are banking at another level. Choosing BDC as your employer means working in a healthy, inclusive, and skilled workplace that puts forward the best conditions to bring together unique teams where employees are empowered to act. It also means being at the centre of ambitious economic and financial projects to see further and to do things differently, to fuel the success of Canadian entrepreneurs. Choosing BDC as your employer also means: Flexible and competitive benefits , including an Employee Savings and Investment Plan where BDC matches part of your voluntary contributions, a Defined Benefit Pension Plan, a $750 wellness and health care spending account, to name a few In addition to paid vacation each year, five personal days , sick days as necessary , and our offices are closed from December 25 to January 1 A hybrid work model that truly balances work and personal life Opportunities for learning , training and development , and much more... Explore the BDC Way in our Culture Book POSITION OVERVIEW Reporting to the Executive Vice President & Chief Operating Officer, the VP, Defence Supply Chain Development will lead BDC’s Defence Supply Chain Development Platform to strengthen and expand the participation of Canadian SMEs in strategic defence supply chains. Through the development of strategic partnerships with Prime Contractors and Tier-1 Suppliers and in collaboration with key ecosystem partners, this leader identifies the areas of the Defence supply chain that could be strengthen sovereign capabilities and further Canadian SME participation. Prioritising the Naval and Air domains, including uncrewed vehicles, the VP will lead a team of domain supply chain experts. The AVP, Financing – Defence Sector and their team reports directly to the VP, strengthening cohesion and increasing synergies between the Defence Sector domain leads and the Financing team to better support Canadian entrepreneurs across the Defence Platform. The VP is ultimately accountable for building the platform, establishing strategic partnerships with Prime Contractors and Tier-1 Suppliers, fostering key ecosystem relationships, and increasing the participation of Canadian SMEs in strategic defence supply chains. CHALLENGES TO BE MET 1. External leadership and intelligence gathering Build and maintain executive relationships with Prime Contractors, Tier-1 suppliers, government stakeholders, and industry associations. Engage senior industry leaders to identify emerging defence opportunities, future procurement priorities, and supply chain challenges. Ensure opportunities identified by industry are aligned with the operational requirements and strategic priorities of DIS and the Defence operators. Influence supplier development and procurement pathways to increase Canadian SME participation in strategic defence programs. Position BDC as a trusted partner, supporting ITB obligations and supply chain enablers within Canada's defence ecosystem. Objective: Identify emerging opportunities and influence SME participation pathways. 2. Strategic prioritization and deployment of organizational efforts In alignment with BDC Defence Strategy objectives, define and continuously reprioritize BDC's focus across Air, Naval, Space, Cyber and land. Initial focus will be on Air and Naval with a special attention to Arctic capabilities In partnership with the ecosystem, refine the capability and capacity gaps where SME scale-up is most critical to defence supply chain resilience in alignment with the DIS. Determine where BDC intervention will create the greatest impact for SMEs, Prime Contractors, and Defence operators. Provide strategic leadership to identify, prioritize, and advance high-value defence supply chain opportunities through coordinated financing, equity, advisory, and ecosystem support. Leverage intelligence from Prime Contractors and Tier-1 Suppliers, and ecosystem partners to accelerate SME readiness and participation in targeted supply chains. …