Company is a major global player, participating in projects with a value up to several billion €’s, in the fields of dredging, offshore and windturbines, port construction, etc. Company can assume several roles: project development, contracting and/or technical services.
The procurement spend is appr. 70% of company’s turnover.
The procurement director has 4 team leaders reporting into him: Dredging, Offshore & Wind, Operations, Category Management.
In total procurement counts some 70 employees. Category management is a team of appr. 20 persons.
Your home base will be in the Dordrecht region. You report into the manager Category management. The total spend of the category Foundations (large steelstructures) is appr. € 85 mio., which you manage together with your colleague Procurement manager Foundations.
You work for and within the Business Unit Offshore/wind. Therefore your most important stakeholder is the BU’s manager. He also acts as your functional manager. Other important stakeholders are: Sales manager Offshore/wind, Operations manager Offshore/wind, Engineering and the Tender managers. In all aspects of your work you make sure that buy-in from your stakeholders is assured.
The category concerns the procurement of socalled monopiles (for sandy bottoms) and jackets (for rock) as foundation for the installation of windturbines offshore. These foundations are large steel structures. The foundation may be some 15% of the total value of your employer’s contract.
This concerns a very strategic position, because of the importance of the procurement of foundations for the BU, because of the complexity of the business (even though that may not seem to be the case) and because ‘Wind’ business is booming. The complexity is caused by suppliers that may be or become competitors; the large growth of the business, which requires the increase of capacity on the supply side and suppliers that can match that pace; plus by the complexities in the steel and metals market with all its political intricacies and effects on availability and price.
Within a number of months you are expected to generate category plans for the regions North-West Europe, Asia and America, for which you need to get buy-in from your major stakeholders and maybe even the board. You will ofcourse do the well known analyses, but you are also fully familiar with the entire supply chain: tier 1, 2 and possibly even tier 3 suppliers, their cost drivers, performance, competitors, etc. These plans are updated on a quarterly basis as a consequence of new developments, will be implemented by you and be the guidelines for your work and the results that help the business grow.
Whether tenders are won or not depends to a considerable extent on procurement. This means that you need to be involved in tenders right from the start. You will come to notice that in these tenders principals often require that ‘local content’ is sufficiently present in the quotation. Another complicating factor.
With your distinguishing value proposition you are actively strengthening the basis (foundation) of your principal’s business. The company will give you all freedom to make that difference.
You will be based in the Dordrecht area and international travel may take 15% of your time.
Send your CV and motivation letter to firstname.lastname@example.org.
Additional information can be obtained from Maarten Smits van Oyen, 070-2400414.