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Global Commodity Manager - Indirect Sourcing

The GCM is responsible for:

1- Developing the category Sourcing strategy, fully aligned with global group sourcing & procurement strategy. The category strategy will be communicated, approved by internal key stakeholders and lead to successful completion

2- Managing the relationship with the suppliers, and the governance thereof,

3- Thoroughly negotiating the commercial aspect and associated contractual terms.

 

The Global Commodity Manager reports to the BU Sourcing Engagement & Commodity lead (both roles are driven under same lead).

 

  1. Develop the category Sourcing strategy:

 

  • Work collaboratively with the internal stakeholders to define and propose the Sourcing strategy based on:

- Category segmentation,

- Category market intelligence - offer landscape: established suppliers, new entrants, investments, etc.

- Category market intelligence - demand landscape,

- Technology trends,

- Benchmark vs Technicolor competitors: supplier base, make or buy vs rent decisions

- Benchmark vs adjacent segment players

- Proposed strategy, actions and owners to implement it.

 

  • Have the strategy approved by BU engagement lead including actions and owners at least once yearly.
  • Communicate the strategy regularly to internal stakeholders:  e.g. Category townhalls on key sites, trainings, maintain a preferred supplier lists and simplified strategy statement (1 page), etc.
  • Lead the execution of the approved strategy, report quarterly and escalate issues
  • Approve the use of new suppliers, whether they are part of the strategy, or exceptions, or bring disruption requiring a respin of the strategy

 

2- Managing the relationship with the suppliers, and the governance thereof,

 

  • Map the suppliers to the appropriate relationship model. Propose a structured governance approach by supplier.
  • Lead the execution of the governance with the internal stakeholders.
  • Develop supplier knowledge and intimacy. Document supplier's organization and identify decision makers, influencers.
  • Risk Analysis and Risk Mitigation including supply risk. Continuity plan.
  • Extend the collaboration beyond traditional boundaries:  Innovation (cross technology adoption), joint commercial approach toward customers, standardization bodies and other third parties.
  • Execute periodic Vendor Management engagements

 

3- Thoroughly negotiating the commercial aspect and associated contractual terms.

 

  • Category portfolio negotiation: Cadenced, exhaustive negotiations of the portfolio leveraging Technicolor WW business in the category.
  • Leverage appropriate tools e.g. e-Sourcing RFQs, e-Auctions, Total Cost of Ownership, etc.
  • Create if possible a "Should-Cost" model applicable to the category to challenge supplier pricing based on cost breakdown and/or market price datapoints.
  • Leverage above two processes to negotiate supplier contracts such as Supply & Purchase Agreement, Quality Contract, Rebate Agreements. Shape/redline all contractual clauses with Legal Counsel to achieve the best possible performance and minimize Technicolor's risk.
  • Negotiate all terms influencing TCO including payment terms, incoterms, flexibility, development funds, exclusivity, etc...
  • Build complex negotiations strategies and models to be shared with BUSPOC and Stakeholder leads

 

 

Soft and leadership skills

1- Leadership competencies

Ability to drive

Ability to close

Ability to communicate in a synthetic manner

Curiosity & disruptive approach

Think out of the box

Challenge the status quo

2- Functional competencies

Negotiation

 

3- Technical competencies

Technical knowledge of the category, its production process, its ecosystem, etc.: especially Facility Management and Utilities, Furnitures, marketing and travel

Contract negotiation and contract key clauses: IP protection, indemnification