Global Category Manager

The Global Category Managers primary responsibility is to develop and execute a Global Procurement process that delivers world-class results.He/she is a subject matter expert as it relates to metals and material management, and is actively aware of all potential global supply chain issues.

The Category Manager coordinates with all SPIROL sites globally, identifying and implementing sourcing strategies with a focus on reduced total cost of ownership and supply chain risks.

Primary Responsibilities

Develops and leads category and commodity strategies, including spend analysis, benchmarking and market analysis.

Provides strategic and tactical direction with regard to metals and metal surface treatments throughout SPIROL.

Proactively monitors and reports on all factors which could impact supply (legislative, environmental, political, geographic, supplier issues) and communicates effectively with the global team.Recommends actions prior to any disruptions or financial impacts to SPIROL.

Manages category supplier performance, risk and contracts.

Monitors and reports on the health and risks of SPIROLs Strategic Suppliers.

Develops strategic raw material plans annually, with supporting commodity strategies including supplier selection.

Candidate Profile

Professional and Personal Requirements

Bachelors Degree in Supply Chain Management, Business, Economics or Logistics.

Demonstrated knowledge of technical materials management.

5+ years of experience with global procurement and global sourcing strategies.

Demonstrated ability to work collaboratively with all levels of an organization, communicating effectively (verbal / written).

Strong analytical skills

Familiar with MRP and planning tools

Characteristics of A Successful SPIROL Manager

oMANAGEMENT SKILL - Understanding the science of management as it relates to planning, organization, control and motivation and the ability to apply this science within the organizational environment. The identification of key result factors and the prioritization of resources through risk/benefit analysis to achieve the desired results/objectives.

oPLANNING - The ability to transform corporate missions and strategies into comprehensive operating plans designed to achieve Corporate objectives. The ability to write clear operating policies, procedures and instructions to support the operating plans.

oORGANIZATION - The ability to communicate effectively with senior, peer and subordinate personnel in order to convey ideas, information or instructions clearly and concisely and to cultivate cooperative working relationships. The ability to develop subordinate strength and support through training and the ability to delegate responsibility.

oCONTROL/ MONITOR- The wisdom to establish realistic, well-defined objectives and to measure progress on the basis of achievement, cost and time parameters. The ability to evaluate actual performance against plan and determine the causes for deviation, respond by taking corrective action, reallocating resources or containing the situation.

oOWNERSHIP - The natural tendency to assume responsibility for results (positive or negative) within the realm of managerial assignment and to hold oneself to a high level of personal accountability.

oJOB KNOWLEDGE-Thorough in-depth job knowledge in the area of responsibility. Technical strength at first line management plus administrative strength at senior level positions. Attentiveness to detail, and follow-through to complete implementation of changes and continuous improvement projects.

oLEADERSHIP-The talent to project a "command presence" when dealing with peers or subordinates. The ability to effectively organize and motivate human resources in the attainment of identified objectives for the work group. The essential personal qualities are:

Decisiveness - promptly choosing among conflicting demands for resources referencing the corporate mission, strategy and driving force.

Innovativeness- introducing new ideas and thoughts, recognizing or developing more efficient means towards accomplishing tasks as opposed to doggedly pursuing traditional methods.

Continuous Improvement- determination to never be satisfied with the current operating results / Performance and the dedication and drive to achieve period-on-period incremental improvement.

Assertiveness - determination in the achievement of objectives within established cost and time parameters overcoming whatever obstacles are encountered.

Self-reliance - initiative to get the task done, going to the next task and requiring a minimum input from supervisors to keep the tasks at hand moving along.

Motivation - deriving satisfaction from a job well done, not requiring instant feedback to derive satisfaction and maintain motivation.

oRESILIANCE - recovering quickly from adversity, accepting management decisions not entirely in Conformance with one's own views, all without the loss of motivation