A recent merger of 2 companies active in the rubber technology business, has resulted in a new entity with over 5.000 employees, more than 25 manufacturing facilities, over 100 commercial and sales centers around the world, appr. € 800M turnover and appr. € 350M spend. The merger was initiated by the parent company of both entities (a private equity company), which is now the major shareholder in the new entity.
The Procurement organization
As a first stage in the integration of the two former companies, the new central organization is being created: the board, finance, IT, marketing, HR and procurement.
The central procurement organization now consists of 5 Global category managers, which number will grow to 7 in the near future (5 direct and 2 indirect), plus a procurement excellence team of 3, focussing on price developments in the supply market, doing analyses, e-procurement, etc. The central procurement team manages appr. 70% of total spend and reports into the newly appointed CPO (formerly CPO of one of the 2 entities).
The plan is to create regional procurement teams for APAC, Americas and EMEA that focus on tail spend, supplier performance, delivery issues, etc. They will manage appr. 20% of total spend. Local buyers are responsible for the P2P process and manage appr. 10% of spend.
Both the regional teams and the local buyers have a dotted line into the CPO.
The Board has asked the procurement team to initiate savings projects and deliver savings as soon as possible. The Procurement function has a strong mandate from the Board, to maximize value from suppliers, and to initiate cost reductions, -value enhancement and -demand management activities.
The Global category manager Components reports into the CPO. The category has a spend of appr. € 15M and is comprised of plastic components (Polyurethane, Nylon or PVC) both tailor made and ‘finished goods’.
At this moment the procurement of components is locally organized at all 25+ sites. E.g. the same component is procured in 4 different colours, many different hardnesses and from different suppliers. If this can be harmonized into one spec it is imminent that a major cost reduction for all plants is feasible. It is clear that the harmonization requires tenacity and a long term, strategic approach, very good stakeholder management and good political sense. Another important issue in the role is CSR/sustainability.
Key responsibilities are:
10-20% travel will be involved across Europe, US, Asia.
At present the position is based in the Alkmaar/Zaanstad area, but it may in the future move to another location within Europe.
Please send your CV and motivation letter to email@example.com.
Additional information can be obtained from Maarten Smits van Oyen, tel. +31.6.22422161 (mobile) or Anastatia Tisoer +31.70.240 0414 (landline).