V.I.E. Procurement Project Manager in Bautzen bei ALSTOM

Define and implement the Project Procurement Strategy in full respect of Quality Cost Delivery (QCD) commitments

• At project start, get QCD Procurement Commitment as built at tender phase in the respective Leading Units (LU) and Participating units (PU), secure the commitments are well understood by the SSMs & Procurement Teams
• Define the Project Procurement strategy with the Procurement Platform Director (PPLD), based on the Product Procurement strategy, into a Project Procurement Management Plan, approved by Procurement stakeholders (Domain, Platform/Solution…).
• Ensure the Project Procurement strategy is shared, understood, applied by the procurement teams and the SSM,
• In collaboration with Legal Department, build and publish the specific legal requirements to be applied for the project (i.e. Project Specific agreement, Request For Quotation (RFQ) letter, …), ensure good use and application by stakeholders (at Business Awards, contract validation, deviation validation, …)

Coordinate, consolidate and secure Sourcing activities, performance & efficiency on whole project

• Manage buyers working on the project for a proper contribution to the project QCD (functional report)
• Organize Procurement launch meeting involving PM, SSMs, Procurement,
• Have a general vision of the Project’s / suppliers' progress, stakes and difficulties. Define and agree with Procurement and SSMs the corrective measures and ensure those are led,
• Define proper processes and tools including reporting and ensure application on the whole project
• Ensure Business Award decision compliancy with Project Procurement strategy and QCD requirements,
• Follow project particular conditions are correctly applied and respected (such as localization rate, financial conditions…)
• Escalate appropriately when and where required on procurement issues and risks impacting Project, always proposing corrective measures,
• Ensure QCD performance of procurement is properly reported for each respective sub-system & component,
• Ensure electronic Parts Maturity Follow-Up (ePMFU) tool deployment throughout each Sub-System & Component (together with the respective “métiers” / Subsystems contributing to populate it). Build a general overview for the PM.

Master the Material Work Package: costs, risks and ambition

• Build the respective Sub-Systems Estimate at Completion and the project consolidation all WorkPachage (WP), and is accountable for the overall Project Sourcing Saving Assessment Project Register (SAPR) & Risk Assessment Project Register (RAPR) including claim to suppliers.
• Define improvement plans with respective Sub-System & Component teams - Follow-up the progress and ensure the progress is compliant with Project objectives
• Co-Validates with Sub-System Manager each gap vs Financial Project Review n° 0 (FPR0) (deviation sheet & bridge approval process)

• Split of Work

According project size and/or complexity , PPM function could be handled by several PPMs for the Project. In such a case, every PPM has the same job function described above, a “leader” has to be identified in charge of the overall coordination and reporting to the head of the Project, and each PPM scope has to be defined. For instance, a PPM “development” may be in charge of all processes involved in the Design of new products within the development team, or a PPM may focus on “supplier localization”, or a split by products maybe organized.

Performance measurements:

• Q : Project Go First Article Inspection (FAI) On-Time
• C : Cost reduction vs. Budget
• D: Go Order On-Time