Strategic Sourcing Manager

Strategic Sourcing Manager
The Strategic Sourcing Manager is responsible for managing a spend category, its suppliers, internal customers and sourcing strategy. The assigned spend category constitutes significant opportunity or risk to the company, generally within a specific geographic region.

Strategic Orientation:
The Strategic Sourcing Manager utilizes the company strategic sourcing process to develop and implement a sourcing strategy for the assigned spend category. Responsibilities include negotiation, contracting and ongoing supplier value management for continuous improvement. On an ongoing basis, the Strategic Sourcing Manager monitors, analyzes and synthesizes changes to the internal business needs and external supply market drivers that can impact future business performance for the assigned spend category, and modifies the sourcing strategy accordingly. In some instances, the Strategic Sourcing Manager may manage or coordinate some global activities of a category of lesser spend.

Sphere of Influence:
The Strategic Sourcing Manager reports to a Strategic Sourcing Group Manager or a Director, Company Procurement.

Through the management of cross-functional teams, consisting generally of internal customers, the Strategic Sourcing Manager is responsible for driving the creation of a formal sourcing strategy for review and approval by key stakeholders and the Purchasing Leadership Team. The sphere of influence can extend to peers, team members, company sites, corporate functions and key stakeholders to engage their support for strategy approval and implementation. The Strategic Sourcing Manager has oversight regarding relationships with suppliers and is responsible for all commercial aspects including negotiations, contracts, partnerships, inventory levels and delivery modes. The Strategic Sourcing Manager insures delivery against savings targets at required quality levels. As called for by the sourcing strategy, the Strategic Sourcing Manager may identify new sources of supply and lead supplier development to required company levels. Depending on the spend category, the Strategic Sourcing Manager may represent procurement as an extended team member on a company global product development team. In this role, the Strategic Sourcing Manager may also have the opportunity to manage and / or mentor one or two associates.

Required Skills and Knowledge:
The Strategic Sourcing Manager must demonstrate competencies in the following areas:
A strategic sourcing process, with a history of process utilization
Supplier value management and continuous improvement
Cost management practices, with history of delivery against targets
Negotiation
Quantitative and financial analysis
Supply market research and data analysis
IT systems including the Microsoft Office Suite and an ERP system
Management of cross functional teams and working in a highly matrixed environment

The following competencies are preferred, but not necessarily required:
Knowledge of contract creation and management
Manufacturing and supply chain
Project management
FDA regulatory systems and compliance

Experience:
A minimum of five to seven years of procurement experience required, with three to five years of strategic sourcing preferred.

Education:
A bachelor’s degree is required.
Preferred fields include Supply Chain, Business, Engineering or Economics

Travel requirements:
Approx 30% 80%, depending on company work location and assigned spend category

Degree of Accountability:
The Strategic Sourcing Manager is responsible for integration of strategic sourcing and deployment of activity within the assigned scope of work. The Strategic Sourcing Manager initiates and drives communication and project plans to ensure effective delivery of savings and other deliverables against the sourcing strategy.

Performance is measured against agreed cost savings and value targets as well as proficiency in use of the strategic sourcing process.

Financial Impact:
The Strategic Sourcing manager is accountable for the following:
Negotiation of supplier contracts of substantial value to the company
Availability of materials or services at optimum quality and cost levels
Improvement of the companys financial position through cost savings, non-price value opportunities and risk mitigation
Where applicable, forecasting of forward price indicators to support business budget needs

If you would like further information you can contact: James Cassidy | Tel: +353 (0) 1 507 9250