QNB- Assistant Vice President Professional Services & Insurance Procurement

About QNB

Established in 1964 as the country’s first Qatari-owned commercial bank, QNB Group has steadily grown to become the largest bank in the Middle East and Africa (MEA) region. QNB Group’s presence through its subsidiaries and associate companies extends to more than 31 countries across three continents providing a comprehensive range of advanced products and services. The total number of employees is more than 28,000 serving up to 20 million customers operating through 1,000 locations, with an ATM network of 4,300 machines.

QNB has maintained its position as one of the highest rated regional banks from leading credit rating agencies including Standard & Poor’s (A), Moody’s (Aa3) and Fitch (A+). The Bank has also been the recipient of many awards from leading international specialised financial publications. Based on the Group’s consistent strong financial performance and its expanding international presence, QNB currently ranks as the most valuable bank brand in the Middle East and Africa, according to Brand Finance Magazine.

QNB Group has an active community support program and sponsors various social, educational and sporting events.

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

• Structuring and deploying category management practices.
• Setting up strong vendor management from vendor market analysis to vendor administrative database maintenance and link with TPRM.
• Organizing Supplier Relationship Management (SRM) according to supplier criticality.
• Supporting the SVP Procurement Category Management on end-to-end procurement process on large procurement requests.
• Developing connections with key stakeholders.

• 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.
• 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 interactions modes between vendors and various stakeholders in QNB, and communicate to vendors.
  • Collect vendor feedback performance from all different 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…