Procurement Tender Manager

At Alstom, we understand transport networks and what moves people. From high-speed trains, metros, monorails, and trams, to turnkey systems, services, infrastructure, signalling and digital mobility, we offer our diverse customers the broadest portfolio in the industry. Every day, more than 80 000 colleagues lead the way to greener and smarter mobility worldwide, connecting cities as we reduce carbon and replace cars.

Build robust and competitive tender Procurement cost, scope & schedule commitment

Manage Product Procurement reference to prepare tenders to come and starting, to fit to Region market prices and Customer needs, in coordination with Procurement Platform, Product and Solution

Ensure that the Tender contributes to the Platform procurement objectives

All Regions - Product Lines, Site procurement organizations

Site Procurement Manager/Director

Procurement Tender Manager Leader or Turnkey/System (if applies)

Buyers: functional report

PTMs acc. Tender size & Organization

Internal

• Tender teams, Procurement Platform Director (PPLD), Tender & Project (T&P) network
• Procurement Local/Global team,
• Procurement Project Managers
• SPDs of the involved sites
• SSMs and respective teams

External

N/A

Ensure Tenders are anticipated and prepared with robust Product reference cost management:

• On Products managed by Platform Reference Library (.):
• Regularly extract ERP data to assess most recent Product competitiveness from current Project(s), liaise with Procurement Project Manager (PPM) in charge, in a format compatible with Tender works (*),
• Liaise with the Procurement Platform Team (Procurement Product Manager (PPrM) or Platform Director – PPLD, according product split) to check consistency with Region expectations on the market and contribute to the competitiveness management of the .
• Ensure Procurement . files and Competitiveness improvement plans are consistent to be used for any Tender to come, using the Reference Product
• On Products not managed by Platform Reference Library (.) = Procurement Product Cost Reference management:
• On anticipation to key tenders, lead pre-tendering activities, build a Product Cost reference in extracting data from the ERP, update the costs in the relevant economic baseline, and extract from Procurement Project files last forecasts (incl. Business Award (BA) s), liaise with PPM in charge, in a format compatible with Tender works (*),
• If the Product is planned to be regularly used on Tenders on the 3 years plan forecast, regularly extract ERP data to assess most recent Product competitiveness from current Project(s), in a format compatible with Tender works (*),
• (Assess current measured performance vs previous formal Reference Cost reviews).
• Maintain Procurement Product Reference costs with same Tender file format, in order to be able to use them for any new Tender to come as starting work documents,
• Ensure (or organize / lead) Platform ASIP Review (PAR) meetings (Product-Platform ASIP Review) are conducted on the Projects using the Products in charge, ensure decisions are made leading to the yearly targets (Y1/Y2/Y3).
• Manage Idea Generation Meetings (IGM), Ensure supplier suggestions are brought by Buyers, Ensure the link with the Design to Cost (DTC) team for regular cost challenge,
• Challenge Platform & Customer requirements where and when relevant,
• Ensure implementation of actions, identify risks and mitigation plans
• Maintain the relevant progress dashboard and ASIP performance synthesis (project management type).

Tender management: coordinate, consolidate and secure Sourcing activities, performance & efficiency on whole Tender:

• Ensure clear inputs on contract conditions, economic baseline, Tender Product Breakdown Structure / Bill Of Quantity (PBS/BOQ) coordinated with Engineering & Industrial, MoB matrix, … are provided by Bid Team according the Tender schedule and the level of robustness expected from Procurement in a formal Instruction For Quotation (IFQ) according PMM (Project Mgt Manual) rules.
• Ensure requirements (by gap vs.…