Director Procurement-Indirect

Overview

GENERAL DESCRIPTION / PRIMARY

PURPOSE:

As a Director in the Procurement function, the role is a leadership role with broad sourcing, people development, and relationship-building responsibilities. In the first 24 months in the role, the focus will be on three things:
1) Developing the appropriate operating model for the future and transitioning the existing organization;
2) Developing the appropriate capabilities in terms of talent/skills/tools/governance; and
3) Controlling/influencing all the $140M ogC Indirect spend (except for benefits and legal). Once in place and in addition to these three areas of focus, the Director will lead all strategic and operational aspects of Indirect materials and services sourcing, lead/manage a capable sourcing, operational, and analytical team, and lead the internal and external relationships required for Company success.

• Assess the Indirect Procurement operating model and organization and recommend changes in structure, tools, systems, and enablement based on practical knowledge and experience
• Assess the capabilities of the Indirect Procurement team and recommend development needs and changes that enhance the effectiveness and efficiency of the function
• Develop an ogC enterprise-wide Indirect materials and services spend baseline (spend cube), conduct an initial segmentation of spend at the appropriate taxonomy levels
• Create an overarching approach to the sourcing of Indirect materials and services that will help guide organization design and resource deployment
• Introduce category management concepts, strategic sourcing, and operational excellence to the sourcing of Indirect materials and services
• Develop technology enabled solutions/business cases for enterprise-wide requisitioning, replenishment, and procure-to-pay efficiency
• Develop and recommend an Indirect spend governance model that governs key elements like spend under management and limits of sourcing and contract authorities
• Implement the Procurement supplier relationship management and the supplier performance management programs in the Indirect function
• Build an internal business collaboration matrix and RACI for stage-gate decision making, clarity on roles and responsibilities, and support for the strategies and tactics that will be deployed by the function
• Imbed the Procurement capability assessment and development tool in the approach to managing and developing the Indirect Procurement team
• Create an approach for the budgeting and tracking of annual Indirect materials and services cost savings
• Other duties as assigned.