This action might not be possible to undo. Are you sure you want to continue?
They work for a company, buying an array of different goods and services. It is their job to get the best products at the lowest prices.
Procurement executives have the task of predicting what their customers or clients will want to buy. If they predict incorrectly, they can negatively affect a company's profits. They need to check stock and sales levels, compare their company's sales activities with their competitors and oversee the general economic climate to see what people will and will not buy.
Procurement executives work for the most part in pleasant offices. They work a standard 40-hour week, although overtime is common especially around holiday periods and back-to-school periods for those working in retail.
Larger companies prefer candidates to have a bachelor's degree in business or something related. For those wanting to advance to managerial positions within procurement departments, a master's degree will often be needed.
According to the Bureau of Labor Statistics, there were 527,400 procurement executives in the U.S. in 2008. The sector is expected to grow by seven percent up to 2018, which is about as fast as the national average for all jobs in the U.S.
In 2008, the average salary for a procurement executive in the U.S. was $49,670, with the top 10 percent of earners taking home more than $96,220.
Procurement Executive foreign Job in Makkays
Jobs Description Screen the recieved RFQ(request for quotation) from sales Search for best available products w.r.t quality, durability, compatability and best prices from international markets Search for new vendors worldwide Neggotiate with suppliers for best prices, credit and delivery terms Compare recieved qutations Provide timely data to sales Place order once CPO is recieved Strong followup and coordination with internal and external stakeholders
E-PROCUREMENT - RFQ
During the procurement process, most people are familiar with the acronym RFP, which stands for Request for Proposal. As anyone in purchasing knows, RFPs are created by businesses and sent to vendors in order to get a full quote on a project. Generally, the RFP contains the price, as well as any other important details that the businesses might need to consider during the review process. The price stated in the RFP is often considered to be the bid price for that project. Another, perhaps less familiar, acronym used in procurement is RFQ. RFQ stands for Request for Quote. When a buyer sends out an RFQ, he is generally getting a feel for prices about an upcoming project. He is not opening the bidding on a project. Responses to RFQs are not considered formal bids and, therefore, can be changed if the same buyer later sends out a more formal RFP. RFQs do play an important role in the procurement process. They are usually the first step taken by buyers, and the responses offer a wealth of data that can help them later on when they need to begin taking formal bids. For example, if Buyer A sends out an RFQ to three companies and only two respond to his inquiry, Buyer A automatically knows that the third person is either not interested in doing business with him or is not a reliable vendor. Either way, he has narrowed down his pool of potential suppliers, thus making less work for himself later on. The RFQs can also help buyers determine their budgets for a particular project. For instance, if a new type of metal hose is needed by Buyer A for his project, and he's unsure of how much the purchase will cost, he can send out RFQs. By taking an average from all of the responses, Buyer A will have a decent range with which to plan his budget and also with which to compare later bids. Usually after the buyer has received responses to the RFQs and has determined his criteria for selecting a vendor, he can then open up formal bidding procedures. If he is using an online reverse auction, he can automatically send invitations to any vendors with whom he is interested in doing business. The RFQs will have helped him make his selection of vendors. For example, Buyer A again sends out RFQs. Two vendors fail to respond by the designated date, so those vendors can be eliminated from the running. Of the suppliers who
did respond, one may have quoted $5000, another may have quoted $6000, and a third may have quoted $10,000. Obviously, if Buyer A is concerned with price, he may choose to exclude the third vendor simply because his quote was out of the average budget range (around $7000). RFQs may seem like an unnecessary extra step in the procurement process, but they do play an important role. As stated before, they do allow buyers to get a general idea of costs before they begin holding formal bidding. Without RFQs, both buyers and sellers might suffer. For instance, if Buyer A did not request any quotes but simply began holding bids and his first bids were for $2000 and $3000. However the details of an RFQ would help the buyer to know that these two bidders were not including some key items in their bids. He may assume that these are the average costs for what his project requires. Later bids of $5000 and $6000 may not even be considered even though they are more accurate. As a result, low-ball bidders may win out against legitimate vendors and buyers may end up paying more their goods or services in the long run. RFQs also serve as a way for vendors to opt out of the bidding process early. If a company is too overworked or is simply not capable of providing that type of good or service, it simply does not need to respond or can refuse to submit a quote. This step helps both the buyer and the seller by saving them time and money later on. Essentially, RFQs are just a way for businesses to get some preliminary pricing information and to narrow down qualified vendors. They need to know what to anticipate when the real bidding process begins and they need to determine their project's budget, otherwise they may encounter additional problems down the road.
TORs - Terms of Reference Chief procurement officer
From Wikipedia, the free encyclopedia A Chief Procurement Officer (CPO) is an executive role focused on sourcing, procurement, and supply management for an enterprise.
Globalization, compliance pressures, supply market risk and procurement automation have simultaneously elevated the visibility of the procurement discipline within companies and increased supply management challenges. In response, procurement executives have established agendas for organizational transformation. These plans incorporate activities to bring more spending under management, enhance the procurement organization's skills and visibility, and increase both internal and external collaboration. A chief procurement officer (CPO) typically is the executive of a corporation who is responsible for the management, administration, and supervision of the company’s acquisition programs. He may be in charge of the contracting services and may manage the
purchase of supplies, equipment, and materials. It often is his responsibility to source goods and services, and to negotiate prices and contracts. The chief procurement officer often ensures that goods and services are promptly delivered. He may be responsible for making sure vendors are paid in a timely manner. A CPO's focus generally is on supply management, whether it is in an office, manufacturing, or retail setting. Some CPOs are in charge of locating sources for supplies and services, and of maintaining relations with suppliers and vendors. They usually negotiate with vendors to get the best prices and deals, utilizing the power of purchase and the economies of scale. Often they set up contracts between vendors and the company. Aside from sourcing and negotiating prices and contracts, a chief procurement officer may see to it that files containing all information regarding purchases and services are kept in an orderly fashion. He or his staff usually works with the accounting department to ensure that vendors are paid on schedule. In addition, he usually keeps inventory levels current and foresees future needs of the company. Many industries employ procurement officers, from small companies to global organizations. In a small company, the procurement officer may work singly, but often there is a team that executes the purchasing for an organization. If working in for a multinational corporation, the chief procurement officer might have to manage a global team. Whether at a small company or a large one, the chief procurement officer usually provides overall leadership to the purchasing team and ensures that procurement policies and procedures are followed. Typically, he also is constantly in search of better quality products and better prices. In a lot of companies, all procurement decisions ultimately end up at the desk of the CPO. The position of the chief procurement officer is believed by many to have taken on increased significance in corporations, and the role is thought to have grown more strategic in recent years. Globalization, compliance pressures, and other factors have triggered a trend toward centralization of the procurement function for the purposes of standardization and leverage. Many CPOs report directly to the president or the chief executive officer (CEO) of their company. Exceptional interpersonal and negotiation skills generally are required of successful chief purchasing officers. Excellent oral and written communication skills may also be necessary. Fluency in other languages also can be considered an asset, since vendors may be situated in other parts of the world. Someone who desires to become a procurement officer typically should possess a bachelor’s degree, preferably in supply chain management, contracting, procurement,
business administration, economics, finance, accounting, statistics, math, or communications. A master’s degree usually is highly desirable. A new Supply Management report published in July, 2011 says that “76 per cent of chief procurement officers (CPOs) feel the skills of their purchasing staff either 'need improvement' (65 percent) or display a ‘significant gap’ (11 percent), according to research from Ardent Partners . This survey of nearly 250 CPOs around the world includes a procurement competency matrix, which considered the higher-level skills a purchasing department should have. Contract management, category management, data analysis and presentation expertise were rated as average by CPOs, with no competencies achieving a good or excellent rating. The report said there was a 'picture of a very middle-of-the-road set of skills residing within the typical procurement department.' It also added: 'For the average department, opportunities for improvement abound.'"
supply chain management
From Wikipedia, the free encyclopedia This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (August 2009)
Supply chain management is aimed at managing complex and dynamic supply and demand networks. (cf. Wieland/Wallenburg, 2011) Supply chain management (SCM) is the management of a network of interconnected businesses involved in the ultimate provision of product and service packages required by end customers (Harland, 1996). Supply chain management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption (supply chain).
Another definition is provided by the APICS Dictionary when it defines SCM as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally."
• • •
• • • • • • • • • • • • •
1 Definitions 2 Problems addressed by supply chain management 3 Activities/functions o 3.1 Strategic level o 3.2 Tactical level o 3.3 Operational level 4 Importance of supply chain management 5 Historical developments in supply chain management 6 Supply chain business process integration 7 Theories of supply chain management 8 Supply chain centroids 9 Tax efficient supply chain management 10 Supply chain sustainability 11 Components of supply chain management integration 12 Supply chain systems and value 13 Global supply chain management 14 See also 15 References 16 External links
More common and accepted definitions of supply chain management are:
Supply chain management is the systematic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole (Mentzer et al., 2001). A customer focused definition is given by Hines (2004:p76) "Supply chain strategies require a total systems view of the linkages in the chain that work together efficiently to create customer satisfaction at the end point of delivery to the consumer. As a consequence costs must be lowered throughout the chain by driving out unnecessary costs and focusing attention on adding value. Throughout
efficiency must be increased, bottlenecks removed and performance measurement must focus on total systems efficiency and equitable reward distribution to those in the supply chain adding value. The supply chain system must be responsive to customer requirements."
Global supply chain forum - supply chain management is the integration of key business processes across the supply chain for the purpose of creating value for customers and stakeholders (Lambert, 2008). According to the Council of Supply Chain Management Professionals (CSCMP), supply chain management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management. It also includes the crucial components of coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companies. More recently, the loosely coupled, self-organizing network of businesses that cooperate to provide product and service offerings has been called the Extended Enterprise.
A supply chain, as opposed to supply chain management, is a set of organizations directly linked by one or more of the upstream and downstream flows of products, services, finances, and information from a source to a customer. Managing a supply chain is 'supply chain management' (Mentzer et al., 2001). Supply chain management software includes tools or modules used to execute supply chain transactions, manage supplier relationships and control associated business processes. Supply chain event management (abbreviated as SCEM) is a consideration of all possible events and factors that can disrupt a supply chain. With SCEM possible scenarios can be created and solutions devised.
 Problems addressed by supply chain management
Supply chain management must address the following problems:
Distribution Network Configuration: number, location and network missions of suppliers, production facilities, distribution centers, warehouses, cross-docks and customers. Distribution Strategy: questions of operating control (centralized, decentralized or shared); delivery scheme, e.g., direct shipment, pool point shipping, cross docking, DSD (direct store delivery), closed loop shipping; mode of transportation, e.g., motor carrier, including truckload, LTL, parcel; railroad; intermodal transport, including TOFC (trailer on flatcar) and COFC (container on flatcar); ocean freight; airfreight; replenishment strategy (e.g., pull, push or hybrid); and transportation control (e.g., owner-operated, private carrier, common carrier, contract carrier, or 3PL).
Trade-Offs in Logistical Activities: The above activities must be well coordinated in order to achieve the lowest total logistics cost. Trade-offs may increase the total cost if only one of the activities is optimized. For example, full truckload (FTL) rates are more economical on a cost per pallet basis than less than truckload (LTL) shipments. If, however, a full truckload of a product is ordered to reduce transportation costs, there will be an increase in inventory holding costs which may increase total logistics costs. It is therefore imperative to take a systems approach when planning logistical activities. These trade-offs are key to developing the most efficient and effective Logistics and SCM strategy. Information: Integration of processes through the supply chain to share valuable information, including demand signals, forecasts, inventory, transportation, potential collaboration, etc. Inventory Management: Quantity and location of inventory, including raw materials, work-in-process (WIP) and finished goods. Cash-Flow: Arranging the payment terms and methodologies for exchanging funds across entities within the supply chain.
Supply chain execution means managing and coordinating the movement of materials, information and funds across the supply chain. The flow is bi-directional.
Supply chain management is a cross-function approach including managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and the movement of finished goods out of the organization and toward the end-consumer. As organizations strive to focus on core competencies and becoming more flexible, they reduce their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other entities that can perform the activities better or more cost effectively. The effect is to increase the number of organizations involved in satisfying customer demand, while reducing management control of daily logistics operations. Less control and more supply chain partners led to the creation of supply chain management concepts. The purpose of supply chain management is to improve trust and collaboration among supply chain partners, thus improving inventory visibility and the velocity of inventory movement. Several models have been proposed for understanding the activities required to manage material movements across organizational and functional boundaries. SCOR is a supply chain management model promoted by the Supply Chain Council. Another model is the SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply chain activities can be grouped into strategic, tactical, and operational levels. The CSCMP has adopted The American Productivity & Quality Center (APQC) Process Classification FrameworkSM a high-level, industry-neutral enterprise process model that allows organizations to see their business processes from a cross-industry viewpoint.
 Strategic level
• • • • •
Strategic network optimization, including the number, location, and size of warehousing, distribution centers, and facilities. Strategic partnerships with suppliers, distributors, and customers, creating communication channels for critical information and operational improvements such as cross docking, direct shipping, and third-party logistics. Product life cycle management, so that new and existing products can be optimally integrated into the supply chain and capacity management activities. Information technology chain operations. Where-to-make and make-buy decisions. Aligning overall organizational strategy with supply strategy. It is for long term and needs resource commitment.
 Tactical level
• • • • • • •
Sourcing contracts and other purchasing decisions. Production decisions, including contracting, scheduling, and planning process definition. Inventory decisions, including quantity, location, and quality of inventory. Transportation strategy, including frequency, routes, and contracting. Benchmarking of all operations against competitors and implementation of best practices throughout the enterprise. Milestone payments. Focus on customer demand and Habits.
 Operational level
• • • • • • • • •
Daily production and distribution planning, including all nodes in the supply chain. Production scheduling for each manufacturing facility in the supply chain (minute by minute). Demand planning and forecasting, coordinating the demand forecast of all customers and sharing the forecast with all suppliers. Sourcing planning, including current inventory and forecast demand, in collaboration with all suppliers. Inbound operations, including transportation from suppliers and receiving inventory. Production operations, including the consumption of materials and flow of finished goods. Outbound operations, including all fulfillment activities, warehousing and transportation to customers. Order promising, accounting for all constraints in the supply chain, including all suppliers, manufacturing facilities, distribution centers, and other customers. From production level to supply level accounting all transit damage cases & arrange to settlement at customer level by maintaining company loss through insurance company.
 Importance of supply chain management
Organizations increasingly find that they must rely on effective supply chains, or networks, to compete in the global market and networked economy. In Peter Drucker's (1998) new management paradigms, this concept of business relationships extends beyond traditional enterprise boundaries and seeks to organize entire business processes throughout a value chain of multiple companies. During the past decades, globalization, outsourcing and information technology have enabled many organizations, such as Dell and Hewlett Packard, to successfully operate solid collaborative supply networks in which each specialized business partner focuses on only a few key strategic activities (Scott, 1993). This inter-organizational supply network can be acknowledged as a new form of organization. However, with the complicated interactions among the players, the network structure fits neither "market" nor "hierarchy" categories (Powell, 1990). It is not clear what kind of performance impacts different supply network structures could have on firms, and little is known about the coordination conditions and trade-offs that may exist among the players. From a systems perspective, a complex network structure can be decomposed into individual component firms (Zhang and Dilts, 2004). Traditionally, companies in a supply network concentrate on the inputs and outputs of the processes, with little concern for the internal management working of other individual players. Therefore, the choice of an internal management control structure is known to impact local firm performance (Mintzberg, 1979). In the 21st century, changes in the business environment have contributed to the development of supply chain networks. First, as an outcome of globalization and the proliferation of multinational companies, joint ventures, strategic alliances and business partnerships, significant success factors were identified, complementing the earlier "JustIn-Time", "Lean Manufacturing" and "Agile Manufacturing" practices. Second, technological changes, particularly the dramatic fall in information communication costs, which are a significant component of transaction costs, have led to changes in coordination among the members of the supply chain network (Coase, 1998). Many researchers have recognized these kinds of supply network structures as a new organization form, using terms such as "Keiretsu", "Extended Enterprise", "Virtual Corporation", "Global Production Network", and "Next Generation Manufacturing System". In general, such a structure can be defined as "a group of semi-independent organizations, each with their capabilities, which collaborate in ever-changing constellations to serve one or more markets in order to achieve some business goal specific to that collaboration" (Akkermans, 2001). The security management system for supply chains is described in ISO/IEC 28000 and ISO/IEC 28001 and related standards published jointly by ISO and IEC.
Logistics & Transportation
Transportation often represents a large component of total supply chain cost and total operating costs. If your business has an in-house fleet, it can also represent a large asset base. Managing transportation effectively can produce substantial benefits. Getting it wrong can really hurt operating performance and business results. SCS has the experience, the methods, the tools and the insights to address the full range of transportation management challenges. Our transportation team has worked with shippers, with 3PLs and with freight service providers. We know transportation inside out. Our work in transportation management has included:
• • • • • •
Investigative freight cost analysis Mode and Carrier selection and management Freight audits and contract assessments Selection and implementation of transportation management systems Route optimization Fleet management
Owners and operators of distribution centres frequently encounter space constraints, productivity gaps and higher-than-necessary costs. Even well-designed DC’s become suboptimal over time – we see examples on a regular basis. If this is your situation, then you need to determine root causes and identify the best solution. You probably need to justify an investment and then implement change. SCS engineers have decades of experience upgrading DC’s and planning new ones. You can count on us to recognize the root causes of DC issues, to know the potential solutions and what is most cost-effective, to clarify the return on investment and to get the job done. SCS warehousing and DC optimization experience includes:
• • • • • •
Facility and operations assessments DC design, planning and site selection Cross-docking Material handling equipment planning and acquisition Warehouse technology Project management and transition management
supply chain management (SCM)
Supply chain management (SCM) is the oversight of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply chain management involves coordinating and integrating these flows both within and among companies. It is said that the ultimate goal of any effective supply chain management system is to reduce inventory (with the assumption that products are available when needed). As a solution for successful supply chain management, sophisticated software systems with Web interfaces are competing with Web-based application service providers (ASP) who promise to provide part or all of the SCM service for companies who rent their service. Supply chain management flows can be divided into three main flows:
The product flow
Supply chain management software selection for manufacturers WMS
• • •
Supply chain planning and execution The information flow The finances flow
The product flow includes the movement of goods from a supplier to a customer, as well as any customer returns or service needs. The information flow involves transmitting orders and updating the status of delivery. The financial flow consists of credit terms, payment schedules, and consignment and title ownership arrangements. There are two main types of SCM software: planning applications and execution applications. Planning applications use advanced algorithms to determine the best way to fill an order. Execution applications track the physical status of goods, the management of materials, and financial information involving all parties. Some SCM applications are based on open data models that support the sharing of data both inside and outside the enterprise (this is called the extended enterprise, and includes key suppliers, manufacturers, and end customers of a specific company). This shared data may reside in diverse database systems, or data warehouses, at several different sites and companies. By sharing this data "upstream" (with a company's suppliers) and "downstream" (with a company's clients), SCM applications have the potential to improve the time-to-market of products, reduce costs, and allow all parties in the supply chain to better manage current resources and plan for future needs. Increasing numbers of companies are turning to Web sites and Web-based applications as part of the SCM solution. A number of major Web sites offer e-procurement marketplaces where manufacturers can trade and even make auction bids with suppliers. Job Description for: Purchasing Managers Plan, direct, or coordinate the activities of buyers, purchasing officers, and related workers involved in purchasing materials, products, and services. Job Tasks for: Purchasing Managers
• • • • •
Analyze market and delivery systems in order to assess present and future material availability. Control purchasing department budgets. Develop and implement purchasing and contract management instructions, policies, and procedures. Direct and coordinate activities of personnel engaged in buying and storing materials, equipment, machinery, and supplies. Interview and hire staff, and oversee staff training.
• • • • • • • • • • • •
Participate in the development of specifications for equipment, products or substitute materials. Prepare reports regarding market conditions and merchandise costs. Resolve vendor or contractor grievances, and claims against suppliers. Review purchase order claims and contracts for conformance to company policy. Review, evaluate, and approve specifications for issuing and awarding bids. Administer on-line purchasing systems. Arrange for disposal of surplus materials. Locate vendors of materials, equipment or supplies, and interview them in order to determine product availability and terms of sales. Maintain records of goods ordered and received. Prepare and process requisitions and purchase orders for supplies and equipment. Prepare bid awards requiring board approval. Represent companies in negotiating contracts and formulating policies with suppliers.
Required Knowledge for: Purchasing Managers
Administration and Management -- Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources. Mathematics -- Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications. Economics and Accounting -- Knowledge of economic and accounting principles and practices, the financial markets, banking and the analysis and reporting of financial data.
Job Activities for: Purchasing Managers
• • • • •
Getting Information -- Observing, receiving, and otherwise obtaining information from all relevant sources. Monitoring and Controlling Resources -- Monitoring and controlling resources and overseeing the spending of money. Making Decisions and Solving Problems -- Analyzing information and evaluating results to choose the best solution and solve problems. Analyzing Data or Information -- Identifying the underlying principles, reasons, or facts of information by breaking down information or data into separate parts. Communicating with Persons Outside Organization -- Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail.
Communicating with Supervisors, Peers, or Subordinates -- Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person. Documenting/Recording Information -- Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form. Monitor Processes, Materials, or Surroundings -- Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems. Processing Information -- Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data. Organizing, Planning, and Prioritizing Work -- Developing specific goals and plans to prioritize, organize, and accomplish your work.
Procurement Manager job description
Summary The job of procurement manager involves sourcing and purchasing goods and services for the company according to its available budget for each department. In the manufacturing sector, the purchasing of raw materials on a tender basis is a key part of the procurement manager’s responsibility. Close control of purchasing budgets, negotiating with suppliers, ensuring delivery schedules are met and preparing ongoing reports for company executives are all part of the job. Travel may also be involved if supplies are sourced from abroad Planning, organising, financial, budgeting and decision-making skills are all essential requirements, as are leadership and communications abilities. Strong market awareness, attention to detail and problem-solving are also necessary attributes. This position is often gained through the promotion of an existing employee with in-depth knowledge of the manufacturing sector, with experience and/or a degree in logistics, business administration or purchasing an advantage Salaries for the position are commensurate with the responsibility involved and come in at between £25,000 and £55,000 dependent on experience and the size of the company. Description: Purchasing or Procurement Managers handle the responsibility of buying the requisite service or goods needed by their companies. Some who work in manufacturing companies may deal with sourcing and ordering raw materials. They have to be good at finance and managing budgets as companies are always concerned with minimising spending costs. Other not so commonly expenditures in their scope include consultancy, marketing, information technology, facilities, logistics, or human resource. Any goods or service sourced and paid for by a company falls under their portfolio. Required skills involved in this job include forecasting, planning, and correctly assessing needs. They also have to be able to network and negotiate with suppliers, to ensure price adjustments and access to retail costs. Their duties may be shared with a team, depending on the size of the company. Travelling may be involved if they have to source materials or
goods from other countries. A Procurement Manager usually performs many of the following tasks: • • • • • • • • • • Researching for new suppliers Following market trends Liaising with suppliers Projecting stock levels Negotiating prices with suppliers Reviewing tenders Following up with suppliers concerning delivery times Managing budgets Preparing reports Reporting to Senior Managers and Executives
Skills: • • • • • • • • • • • • • • Relationship management Communication and interpersonal relations Customer service and relations Finance and budgeting Making decisions Planning and organising Meet targets Stress management Negotiating and networking Good judgement and analytical ability Accuracy and attention to detail Leadership and teamwork Problem-solving Commercial awareness
Education: Employees usually access the position of Procurement Manager through job promotion. This position requires extensive knowledge about the industry in which you operate and the company needs. Having degrees in Logistics, Business Administration, Supply Chain Management or Purchasing is extremely helpful. People who are interested in this position can pursue BTEC, HND/HNC, or NVQ certifications as well.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.