Project Manager - ERP Reflection Project

Location: Any MSF Office within +/- 3 hours of the CET time zone

Contract: 100%

Duration: 12 months

Starting date: ASAP

Deadline for application: 06th of March 2026

Compensation and benefits: MSF practice is to offer the C&B package current in the MSF entity establishing the contract.

*By default, the successful candidate will be offered a contract in the MSF office of their country of residence at the time of application.

I. MSF INTERNATIONAL

Médecins Sans Frontières (MSF) is an international, independent, medical humanitarian organisation that delivers emergency aid to people affected by armed conflict, epidemics, healthcare exclusion and natural disasters. MSF offers assistance to people based only on need and irrespective of origins, religion, gender or political affiliation.

MSF International is the legal entity that binds MSF’s 24 sections, 28 associations and other offices together. Registered in Switzerland, MSF International provides coordination, information and support to the MSF Movement, as well as implements international projects and initiatives as requested.

II. PROJECT BACKGROUND

MSF relies on various ERP (and related) systems to manage its medical, supply chain, finance, and other operations. Developed over two decades to meet diverse specifications, these systems now face obsolescence, fragmentation, insufficient functionality, and limited interoperability. These challenges create inefficiencies and compound organizational risks, including cybersecurity vulnerabilities and operational complexity. Systematic upgrades are essential to address these issues and ensure scalability for future needs.

The goal of this project is to obtain a vision on how to approach our field ERP future in terms of:

• Degree of system integration based on three dimensions (with degrees varying from separate through standardized / interconnected up to fully integrated):

• OCs & ODs

• Functional areas (med/fin/log/supply/…)

• HQ versus field

• Key characteristics of system architecture:

• Level of standardization / interconnectivity / integration across entities, functional areas,

• field/HQ (based on the above)

• “In-house development” versus “off-the-shelf

• Types of technology (e.g. SAAS, low code, …)

• Types of market solutions

• System management approach:

• Decision taking

2. Contracting

3. Implementation

4. Maintenance

This future vision should cover the coming 10-15 years, and give us a frame to take system related decisions.

III. PLACE IN THE ORGANISATION

The project manager is part of the ISM team of MSF International. S/he will report to the project’s Senior Project Manager.

IV. OBJECTIVES OF THE POSITION

The Project Manager will work closely with the Senior Project Manager and a small project team to co-own and support the successful delivery of a large, complex project. The role is responsible for both Project Management and Change Management components, including planning, coordination, documentation, stakeholder management, and communications. This position ensures effective project execution throughout the project lifecycle, while providing the successful candidate with opportunities for professional growth within the field.

V. MAIN RESPONSIBILITIES OF THE POSITION

Project Management

• Own and maintain accurate project documentation, including meeting notes, status reports, and technical documents in compliance with project management protocols (e.g., Project Charter, RAID log, Lessons Learned).

• Plan and coordinate the logistics of meetings and workshops for the project.

• Track project progress and identify risks or issues, escalating as appropriate, using tools such as Asana, Canva, and the Microsoft Office Suite.

• Support the project team in planning, executing, and closing project activities on time and within budget.

Change Management & Stakeholder Engagement

While the project is not responsible for initiating change within its scope, its success relies on the active participation and buy-in of a large and diverse group of stakeholders. Communications and stakeholder management are therefore crucial components for the project’s success.

• Develop and implement communications and change management strategies to support project objectives.

• Identify and analyse stakeholder impacts, and support mitigation activities.

• Own and maintain the project’s Stakeholder, Communications, and Change Management document and plans.

• Facilitate stakeholder engagement throughout the project lifecycle.

• Organize information sessions, workshops, and other change-related activities.

• Monitor and report on change adoption and readiness, as applicable.

VI. DIMENSIONS

It is important to emphasize that this is understood to be a complex project, given the many dimensions it must review and analyze. These dimensions include:

• 6+ Operational Directorates (ODs), each with its own functions and ERPs, including Medical, Operations, Logistics, Supply, Finance, and IT.

• Field & headquarters (HQ) at these ODs

• Stakeholder management at senior and top levels across autonomous entities

• Strategic and complex technical & organizational challenges

• Vast and tailored communications across the organization