Description :
Job Title: Procurement Management
Job Category: Hardware Engineering
Product: (Not Product Specific)
Date Posted: 08/19/2008
Job Code: 239178
Location: WA - Redmond
Travel Required:
Objective of position
To achieve year-on-year improvement in total cost, quality, and service by facilitating strategic sourcing activities for a portfolio of several commodities within E&D. Be leader/facilitator of E&D -wide sourcing teams, co-accountable with E&D Supply Management for execution and implementation of the sourcing strategy. The SSM will work closely with H&E supply management via ongoing category teams and other functions within the business unit (e.g., Engineering/Dev, Technical Services, and Tier-1 Manufacturing). This position will be responsible for $50 million-150 million in annual spend. The position will have a direct reporting relationship to the E&D Group Manager
Major responsibilities
The Strategic Sourcing Manager's (SSM) primary responsibility is to manage the cross-team development of the sourcing strategy for the category team, and ensure ongoing cross-business coordination, delivering annual improvements in total cost, quality, business relationship and service for the spend categories for which he/she is accountable. The SSM must be fully informed of the needs and capabilities of the business unit and contribute this expertise to the process of sourcing strategy development, supplier selection and negotiation and strategy refinement by the cross-function category team. The SSM has the following specific responsibilities:
Key responsibilities
1. Facilitate the development of the sourcing strategy for assigned categories. Once a sourcing strategy has been developed, the SSM will communicate, monitor and aggressively manage business unit compliance with the strategy. The SSM will also establish working relationships with E&D supply management & other functions (e.g. engineering, operations, marketing, quality assurance), bringing a strategic sourcing perspective to all key processes.
2. Maintain close alignment with category teams. The SSM will maintain continual contact with supply management engaged on the SSM's assigned category team, to ensure full understanding and support of team-defined sourcing strategies. At a minimum, the SSM will participate in periodic reviews of team progress and become actively engaged during the development of the category implementation plan.
3. Develop an expertise in E&D business needs and capabilities for category components. The SSM will understand business unit needs and capabilities and provide this input to all agreements negotiated by category teams. On an ongoing basis, the SSM will remain current on supply market trends, supplier economics, and best practice sourcing at a local level, continuously updating the Supply Management & Strategic Sourcing Director on changing capabilities and needs of the business units, thereby aligning the sourcing strategy and business unit interests.
4. Monitor and report the local performance of suppliers. Supplier performance must be tracked, reported and co-managed by the SSM. Formal and informal review procedures will be developed to provide feedback to suppliers and ensure that supplier performance issues are quickly addressed.
5. Measure, track & report supply chain performance within each spend category. As part of the category team, the SSM will identify sources of data for required performance metrics, create a process to collect the data, and champion the actual collection efforts. Each quarter, the SSM will report to the business unit performance data for the SSMs assigned commodities. Examples of required metrics include part level spend history, translation of spend information into a Company-wide common commodity classification system, annual part volumes, capex/tooling expenditures, and supplier performance data.
6. Identify and implement TCO reduction opportunities for assigned spend categories. Within the category team, the SSM will champion annual productivity improvements by facilitating internal and joint supplier/unit teams pursuing TCO reduction op