Principal
Production company of precast building elements, 300 employees, head office in Eindhoven omg.
and 2 factories in N-Brabant, one for windows and one for concrete elements such as balcony floors, floor and facade parts, etc.
The company also builds the self-produced elements together at the construction site.
The role of the company varies from building elements supplier to main contractor.
Currently it mainly supplies to UK and in NL. Turnover approx. € 80 mio. One year ago, the company was acquired by a private equity party, which immediately started a turnaround. Great progress has been made on the financial side, resulting in a significant improvement in PL. Consultants from the private equity party have started restructuring procurement.
Procurement
The new procurement manager reports to the CFO and will lead a team of 5.6 FTE in procurement and 1.5 FTE in logistics (transportation from factory to construction site). The focus is on procurement.
There is a procurement improvement plan based on a complete analysis prepared by the owner’s procurement consultants. Aimed at strong improvement of the purchasing function and of the financial situation. Providing input and/or adjusting the procurement plan is most certainly possible. One may assume that internally everything may (and maybe even “must”) be questioned.
Your procurement team consists of 1 Teamlead, 2 Tactical buyers and 2 Operational buyers. There is no breakdown of categories among them yet.
You focus primarily on direct spend. The indirect categories also fall within your scope.
Total procurement includes € 55 mio, of which 80% is direct (45% of direct spend involves subcontractors) and 20% is indirect. Based on the analysis, it was found that there is a lot of “low hanging fruit,” such as :
- There appear to be 426 suppliers for the total spend. The estimate is that this should be able to be halved
- By switching suppliers for categories such as cement, steel, moulds, components, it is estimated that approximately 3% savings can be achieved.
- The in-house organization for production of windows will have to be challenged by competitive bidding
- Make/buy decisions will have to be made regarding what to produce in-house and what production to outsource, both for façade elements and for “gray concrete” elements such as floor and balcony elements, columns, stairs, etc. Opportunities outside the Netherlands will certainly have to be investigated (e.g. in Romania).
- Etc.
The ERP systems AFAS and ISAH are used.
International travel will occur to some extent.
Your profile
- Extensive strategic procurement experience gained in construction or industry
- Leadership experience
- Academic working/thinking level
- Highly driven to achieve successes based on a focused plan
- Strong communicator
- NL speaking
Offer
- Salary up to approx. €100K, depending on experience and knowledge
- Bonus structure
- Lease car is provided
- Permanent contract
- 30 leave days/year
- Pension
- Full-time position
