Senior Manager, Digital Transformation , AWS Infrastructure Services Supply Chain

This role is the connective tissue between the operational pillars of Supply Chain Operations and the digital systems that run them. The right leader combines product thinking, technical depth in enterprise tool ecosystems, data architecture fluency, and the ability to drive intelligent automation — turning a fragmented tool landscape into a governed, integrated platform that scales with AWS manufacturing and logistics operations.
The Problem
AWS Supply Chain Operations (SCO) runs on a fragmented landscape of 3rd party tools — SAP modules, Coupa, Siemens Teamcenter, contract manufacturer (CM)-specific ERPs, and bespoke integrations — each deployed independently across manufacturing, warehousing, logistics, and procurement pillars. No single leader owns the end-to-end tool strategy. Resources are embedded within individual pillars, producing inconsistent data, duplicated effort, and integration gaps that slow decision-making and limit connectivity to SC.os (Supply Chain Operating System), the internal platform that orchestrates planning, replenishment, and fulfillment for AWS infrastructure.
As AARD-vark (AWS-owned manufacturing) sites scale globally and programs like VICIS (unified SAP deployment) and Alberto (MES evaluation and implementation) demand coordinated implementations across CMs, the cost of this fragmentation compounds: master data degrades, reporting lags reality, and every new site launch requires re-solving problems that should be solved once.
This problem spans six operational pillars, 20+ supplier relationships, multiple SAP modules (S/4HANA, IBP, BTP, MES, WMS, PDM), and integration with SC.os — a cross-organizational dependency involving Hardware Engineering, Finance, Tax, Global Trade, and Operations. No existing leader has end-to-end ownership.
The Role
The Senior Manager, Digital Transformation owns the product vision, roadmap, and delivery of all 3rd party tools deployed across SCO — and the data architecture that connects them. This is a product leadership role — not program management. It defines what tools SCO needs, how they integrate into a coherent digital thread, and what data governance ensures the system produces trusted, actionable information at scale.

Key job responsibilities
The successful candidate owns the product vision, roadmap, and delivery of 3rd party tools deployed across SCO, and the data architecture that connects them. This is a product leadership role, not program management. It defines what tools SCO needs, how they integrate, and what data governance ensures the system produces trusted, actionable information at scale.
Scope of ownership across six pillars:
• Reporting & Analytics — Consolidated SCO reporting, KPI frameworks, and integration with the Caspian Data Lake (centralized analytics repository) for cross-pillar visibility
• Direct Pay (3rd Party Services) — Coupa and procurement tool strategy for supplier collaboration, rate card management, and payment automation
• MES (Manufacturing Execution System) — CM/ODM — SAP Digital Manufacturing deployment across CM sites (Project Alberto), standardizing shop floor execution and quality data
• TMS (Transportation Management System) — 3PL — Tool selection, implementation, and integration with booking portals and data center logistics
• WMS (Warehouse Management System) — 3PL — SAP Extended Warehouse Management (EWM) rollout (Project Nexus), connecting 3PL warehouse operations to the unified SAP instance
• SAP/Teamcenter — AARD-vark/CM — SAP S/4HANA, IBP (Integrated Business Planning), BTP (Business Technology Platform), PDM (Product Data Management), and Siemens Teamcenter deployment for materials management, Bill of Materials governance, and intercompany purchasing (Projects VICIS and Luca)