Job Title

Global Procurement Manager

Job Holder

Current Post

Reports to

Head of Procurement

Date

April 2019

To undertake, lead and manage  procurement activities and processes on behalf of various budget holders and stakeholders to ensure that the Press achieves value for money for its third party spend – Value For Money being defined as the appropriate balance of Quality/Service with Cost.

Financial:

·     To undertake supplier negotiations, selection and contracting of business in line with the procurement policy thresholds. Which is typically between £50K - £1M+

Staff:

N/A

Other:

·     Engage with direct and indirect suppliers providing goods and services to all product group, all shared services functions and all Branches globally, where applicable.

Category strategy

·     Lead, develop, own and take personal responsibility the category strategy (global, regional or local) for a portfolio of goods and services with an annual spend typically up to £40m per year across the Press.

·     To support, and at times, take the lead in the development of cross-company category strategies.

·     Work with stakeholders to develop category strategies, and in addition, specify and test the business requirements in their category areas to ensure value for money by constantly challenging the balance between cost and service.

Procurement led change and sourcing

·     To drive procurement led change and sourcing activities for category responsibilities across the Press.

·     Work alongside project manager and the PMO office, to ensure timely delivery of projects and objectives.

·     To provide professional procurement expertise and commercial focus to the various businesses across the Press to ensure value for money from budgets.

·      Provide commercial input into the building of business cases by stakeholders across the various businesses to support decision making.

·     To undertake negotiations, selection and contracting of business with a typical contract size from £50K to £1m+ per annum.

(a) Operating Environment:

Procurement is continually breaking new ground whilst operating in a challenging environment. Efficiency and profitability is mission critical to the success of the business and successful procurement is key to achieving money to re-invest in the Press.

(b) Framework & Boundaries:

The Procurement Policy is in place, to drive compliance within the business, is a continual challenge. The boundary of this and the other financial controls in the business means that the jobholder must have the ability to operate within these constraints, but at the same time ensure that others in the organisation do the same.

(c) Organisation:

Reporting to the Head of Procurement, who reports directly to the Global Operations Director, who sits on the press board.

(a) Subordinates:

No line management responsibilities.

(b) Superior(s):

On a day to day basis this role has the authority to operate within the framework of the Procurement Policy, and Authorities schedules, and interaction is only on an escalation basis – together with periodic touch points to review progress and identify areas where support is required.

For more strategic activities a plan will be agreed on an annual basis with regular reviews throughout the year.

(c) Other Contacts:

Within the company

Anyone who spends money, owns supplier relationships or negotiates deals/contracts with suppliers on behalf of the Press is a stakeholder whom the jobholder may have to engage with. This requires interpersonal and influencing skills as well as the credibility to operate as a business partner to numerous functions from business groups to marketing teams to finance teams.

Outside the company

The jobholder will have extensive networks and relationships with third party suppliers providing goods and services to the Press – at any one time these will number in the hundreds and will all require management. In addition the jobholder will need to maintain sufficient networks with regulatory and governing bodies outside of the Press which can influence the sourcing strategies adopted.

·     Commercial Acumen – understands the category's business and market dynamics, uses this knowledge to deliver the right balance between cost and service, is relentless in pursing value for money and knows how to maximise leverage to secure great commercial outcomes.  Demonstrates commercial creativity.

·     Strategy Development – understands the dynamics of a category, supplier and business; is able to develop strategies that maximise the return for the Press.

·     Category Management – leads and supports the category management process through all stages of its life cycle.

·     Negotiation - explores positions and alternatives to reach outcomes that gain acceptance of all parties and maximises the return for the Press, whether it be profit, value add or cost avoidance.

·     Contracting - uses legal knowledge and understanding to negotiate contractual terms for local, regional and global supply arrangements, working alongside our internal legal department.

·     Project Management - manages self and resources to deliver initiatives on time in full.

·     Stakeholder Savvy – Navigates multiple organisations and stakeholders internally, in different countries with different values, beliefs, ways of working, strategies and is able to form a coherent strategy, plans and actions with stakeholders, and gain buy in from all.

·     Communication Skills - articulates direction and plans, commercial results and issues to a broad range of senior stakeholders, whilst building relationships.

·     Delivers Results - Takes total accountability for achieving exceptional business results with a sense of urgency

The most challenging elements of this role involve engagement with stakeholders with a style and approach that allows the jobholder to undertake procurement activities with what is essentially someone else's budget, and most often the stakeholders relationship. This is a delicate balance to manage.

Measurement of results is measured and monitored via a tracker, both individually and as a team, which is reported to the board every month.