Global Commodity Manager - Logistics/Sourcing

Global Commodity Manager

Logistics Sourcing Manager - EU

The GCM is responsible for:

1- Developing the Logistics category Sourcing strategy, fully aligned with global group sourcing & procurement strategy. Make sure the strategy is understood and supported by internal key stakeholders and leading its execution with Business Unit leadership. 

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

3- Thoroughly negotiating the commercial aspect and associated contractual terms with Logistics Service Providers.

4- Liaison and partner with Business Unit Leadership.  Drive change through influence.  Become trusted business partner for successful business plan results and change agent.

5- Drive key value added activities; Cost reduction initiatives; RFP Events; Transformational ideas and projects.

The Global Commodity Manager reports to the BU Sourcing Engagement & Commodity leader.

1. Develop the category Sourcing strategy:

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

- Category segmentation; Supplier rationalization; Transformational opportunities 

- Category market intelligence - competitive landscape; established suppliers; new entrants, investments, etc.

- Technology trends,

- Benchmark vs Technicolor competitors: supplier base; services; pricing

- Benchmark vs adjacent segment players

- Proposed strategy, actions and owners to implement and execute strategy and business plan.

• 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, KPI reporting monthly and escalate issues
• Approve the use of new suppliers, whether they are part of the strategy, or exceptions, or bring positive disruption requiring a re-set 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. (Strategic vs. Tactical) (Primary vs. Secondary)
• Lead the execution of the supplier governance with the internal stakeholders.
• Develop supplier knowledge and key partnerships. Document supplier's organization and identify decision makers, influencers and develop key strategic relationships.
• 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.

3- Negotiating the commercial aspect and associated contractual terms with Logistics Providers.

• Category portfolio negotiation: Cadenced, exhaustive negotiations of the portfolio leveraging Technicolor WW business in the category when applicable.
• 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...

Soft and leadership skills