Associate Director - Creative Procurement

Job Description

This role is responsible for regional category management and sourcing leadership of Creative, Digital Production & Publishing, and Medical Education within Marketing Procurement, focused on a global mindset through collaboration with Human Health business partners as well as regional and/or local sourcing professionals in a matrix organization.

The candidate will work with regional and local teams to support development and implementation of a sourcing strategy at a global level, leveraging a Supply Strategy Council framework, while leading key initiative.

In addition, the candidate will be responsible to establish and lead cross-functional teams through the sourcing process and to provide strategy oversight for regional and/or local components of the category. Day-to-day responsibilities of this role include identifying and managing key priorities: value creation, service delivery, foster innovation & digitalization & corporate social environmental responsibility. This individual requires a service mindset.

In addition, this role is responsible and accountable for sustaining existing and developing new cooperation frameworks across three stakeholder groups:

• With Procurement Colleagues: Participates/leads teams of global, regional & local representatives to develop and implement strategic source plans as well as to ensure alignment on key initiatives and priorities for broader Marketing services categories. Act as a member of the team willing to carry out the mission and ensure that input from all members is taken into consideration.
• With Business Partners: Identifies and engages with critical stakeholders and partners to define and meet or exceed business requirements and identify and manage profit plan savings targets. Understands strategic business requirements at 1,3 & 5year horizon. Acts as a trusted advisor to a wide range of business partners in the Marketing organization with a keen ear for needs and wants, and the ability to influence and guide strategic decision making, but also the courage to appropriately challenge the status quo.
• With Suppliers: Responsible for building relationships with Global, International and Enterprise suppliers and managing key supplier performance against business requirements using proven processes; ensures adequate inclusion of diversity suppliers in RFPs and contracts as applicable. Supports major regional supplier relationships. Acts as a representative of the Corporation with a relentless drive to ensure our Company is using Supplier’s core competencies, provides a fair opportunity for sustainable growth, and optimizes the spend.

Key activities are listed below. The degree and time dedicated to each of these activities will vary depending on the maturity of the category and the strength and level of trust acquired with both suppliers and business partners.

Target:
Definition and planning of high-level objectives targeted to long term results that will impact the way our Company views and purchases this category. This is the "big picture" creation and it entails active engagement with senior stakeholders as well as critical members of the business in the category during the course of Sourcing Management Process.

Typical

Activities:

Meetings with stakeholders to discuss Sourcing Management Process strategic tools; participation in workshops and meetings during Sourcing Management Process; dialogue and meetings with Global Procurement in connection with Target; participation in Market Intelligence activities in connection with Target; data gathering and analysis in connection with Target; others that contribute to fundamentally change or effect the status quo in pursuit of a long-term competitive advantage to our Company.

Target:
Implementation of tactical plans or projects directly linked to a strategy created during the course of Sourcing.

Typical

Activities:

Development, rollout and execution of RFIs/RFPs pursuant to supplier selection aligned with strategic goals; process re-engineering in cooperation with the business pursuant to modify or create processes in connection with strategic goals; dialogue and meetings with Global Procurement in connection with execution of strategic goals; others that are directly linked with execution of strategic goals.

Target:
Drive ongoing procurement activities pursuant to transactions and projects not in connection with Sourcing Management Process or strategy creation/execution. This is the "keep the lights on" and it is normally driven by daily/weekly requests from the business and procurement.

Typical

Activities:

Contract review/negotiations; PO issue resolution; creation of new vendors; supplier issue resolution; technology/process execution; dialogues and meetings with Global Procurement in connection with supplier and stakeholder resolution; data gathering and analysis leading to short/medium term insights not in connection with Sourcing Management Process or strategy…