QNB-Assistant Vice President Professional Services & Insurance Procurement

Job Summary

The incumbent will optimize the overall procurement performance of his/her respective category. This includes, for his/her category respectively:

• (1) structuring and deploying category management practices.
• (2) setting up strong vendor management from vendor market analysis to vendor administrative database maintenance and link with TPRM.
• (3) organizing Supplier Relationship Management (SRM) according to supplier criticality.
• (4) supporting the SVP Procurement Category Management on end-to-end procurement process on large procurement requests.
• (5) developing connections with key stakeholders.

A. Shareholder & Financial:

• Implements KPI’s and best practices for the AVP role.
• Promote cost consciousness and efficiency and enhance productivity, to minimise cost, avoid waste, and optimise benefits for the bank, which will be translated into the Category Strategies and performance plans.
• Act within the limits of the powers delegated to the incumbent and delegate authority to the respective staff and monitor exercise of the same.
• Demonstrate clear understanding of the important factors behind the bank's financial & non-financial performance.

B. Customer (Internal & External):

• Assist internal customers in all their procurement requests/activities and seek solution to their requests.
• Structure and deploy category management practices on his/her respective category:
• Subsegment categories and organise cross-functional working teams.
• Consolidate, map, and analyse the current situation on the categories in scope: past/current vendors, contracts, needs/requests, etc.
• Define levers of improvement (buy cheaper, buy better, buy less) in the short / medium / long term.
• Define and apply best practice contracting terms by category.
• Set up strong vendor management from vendor market analysis to vendor administrative database maintenance and link with TPRM on his/her category:
• Consolidate and update active (and then preferred vendors) repository.
• Provide outside‑in vendor market view and opportunities, lead RFI process and define with business preferred vendor lists.
• Define target supplier panel strategy.
• Organise Supplier Relationship Management on his/her category:
• Classify vendors according to SRM best practices and define rules of engagement.
• Define interaction modes between vendors and various stakeholders in QNB, and communicate to vendors.
• Collect vendor feedback performance from all involved parties in QNB, and reciprocally from vendors.
• Organise feedback sessions with vendors and QNB stakeholders and define improvement plans if relevant.
• Support across the end-to-end procurement process on large procurement requests on his/her category:
• Source to contract:
  Ensure progress as per expected timing, support hurdles removal, appear as main counterpart of the purchasing entity.
• Procure to pay:
  Resolve issues with supplier in case of escalation.
• Maintain activities in accordance with Service Level Agreements (SLAs) with internal departments/units to achieve improvements in turn‑around time.
• Build and maintain strong/effective relationships with related departments/units to achieve the Group’s objectives.
• Provide timely/accurate data to external/internal Auditors, Compliance, Financial Control and Risk when required.

C. Internal (Processes, Products, Regulatory):

• Provide input to T&C team on procurement best practices, technical specifications and operational insights for his/her respective category in alignment with the SVP Procurement Category Management, on an ongoing basis.
• Support the tasks and knowledge of wider Procurement team, ensuring that effective controls and resources are available to manage and control work volumes.
• Continuous Improvement:
• Set examples by leading improvement initiatives through cross-functional teams ensuring successes.
• Identify and encourage people to adopt practices better than the industry standard.
• Continuously encourage and recognise the importance of thinking out‑of‑the‑box within the team.
• Encourage, solicit and reward innovative ideas even in day‑to‑day issues.

D. Learning & Knowledge:

• Ramp‑up from the start on the knowledge required to succeed in the role, including but not…