Description

Technology Operations & Partner Services (TOPS) manages $27M+ in annual vendor spend across 12+ technology service vendors and processes across 30K annual contacts that support Worldwide Grocery Stores (WWGS), which includes 549+ Whole Foods Market stores. Today, vendor performance is tracked reactively through manual reporting, creating blind spots that surface only after SLA breaches impact stores. This role eliminates that gap.

As the Business Analyst II, Vendor Performance, you will build and own the single source of truth for vendor performance across all TOPS programs — POS (NCR/Toshiba), Retail Scales (Bizerba), Depot (Denali/Truno), Smart Hands (Unisys/TechNet/Truno), Print Services (FlexPrint/Solum), In-Store Audio/Visual (Mood Media), and Finance Management 3P. You will extract, model, and analyze ServiceNow ticket data, vendor SLA metrics, and financial performance to deliver predictive visibility that enables proactive vendor accountability rather than reactive escalation.

This is not a reporting role. You will define the analytical frameworks that determine how TOPS measures vendor success, identify performance trends before they become store-impacting incidents, and provide the data foundation that drives process improvements and vendor negotiations. If you thrive on turning ambiguous data into actionable insight and want your analysis to directly influence multi-million-dollar vendor decisions, this is your role.

Key job responsibilities
Data Acquisition & Infrastructure
• Maintain automated data pipelines from ServiceNow (incident tasks, SLAs, work orders) to create a unified vendor performance data model across all vendors. Escalate and resolve data integrity defects.
• Own the TOPS vendor performance data architecture — define what we measure, how we measure it, among established sources of truth.
• Establish data quality standards and validation mechanisms for vendor-reported metrics vs. TOPS-measured actuals.

Analysis & Insight
• Optimization TOPS Vendor Scorecard: Support the composite scoring model program (Strategic, Efficiency, Tech Health pillars) applied consistently across all vendors.
• Develop predictive models that identify vendors trending toward SLA breach 2-4 weeks before store impact — shifting TOPS from reactive to preventive.
• Conduct root cause analysis on vendor performance deviations (regional patterns, seasonal trends, equipment-type correlations).
• Deliver monthly vendor performance narratives with actionable recommendations that directly inform Quarterly Business Reviews and vendor negotiations.
• Quantify the cost impact of vendor underperformance (missed SLAs → store downtime → revenue impact) to support contract enforcement.

Communication & Influence
• Present vendor performance insights to Leadership in narrative format, translating complex data into clear business implications.
• Partner with Vendor Programs Lead and individual Program Managers to ensure data drives vendor accountability conversations.
• Build self-service dashboards and automated reports that reduce manual reporting burden across the TOPS team.
• Influence vendor contract terms by providing irrefutable performance evidence during renewal negotiations.


A day in the life
Your morning starts with the automated vendor performance dashboard refreshing overnight data. You notice Bizerba's resolution times in the Southeast trending upward — your predictive model flags a likely SLA breach in 10 days if the pattern continues. You draft the insight narrative and send it to the Program Manager before the vendor even knows there's a problem. Mid-morning, you're refining the TOPS Vendor Scorecard methodology with the Vendor Programs Lead and Scorecard Program Manager, adding a new cost-per-resolution metric that will sharpen next quarter's contract negotiations. After lunch, you're building a new QuickSight dashboard that gives PMs self-service access to their vendor's real-time performance data — eliminating 4 hours of weekly manual reporting. You close the day presenting a root cause analysis to leadership: a pattern of NCR technician no-shows in three markets discovered by the Opportunities Program is costing $18K/month in extended downtime, and you have the data to enforce contractual remedies.

About the team
Our Organization: Our team sits in the OTS organization under Global Strategic Planning, focused on the technology vendor ecosystem that powers Whole Foods Market operations at scale. We ensure that third-party partners deliver the service quality, reliability, and cost efficiency that our stores depend on.

Our Culture: TOPS operates with a bias for action and an insistence on the highest standards. We are a data-driven team that values direct communication, intellectual honesty, and constructive disagreement. We celebrate people who challenge assumptions, bring evidence to the table, and hold each other accountable. We don't wait for permission — we identify problems, propose solutions, and execute.

Leadership Style: The hiring manager leads with directness and high autonomy. You will be given clear strategic direction and the freedom to define your own analytical approach — but you are expected to own outcomes fully, push back when you see a better path, and deliver insights that move the business. When blockers arise, they are addressed head-on — escalated quickly, resolved decisively, and never left to fester.

Expectations: Operate independently. Deliver measurable impact. Hold vendors accountable through irrefutable data. Your analysis will directly inform multi-million-dollar decisions — own that responsibility.