EIPM Job referential

The purchasing executive defines the purchasing strategy and general purchasing policies, in alignment with the strategy of the company or group for which he acts. He decides how the function is organised, is responsible for determining and allocating the resources needed (human, technical and financial). He is responsible for deploying the tools and action plans. He decides the methods for measuring overall performance, and reports on performance to his immediate superiors (who belong to the executive committee, production or finance). He defines the human resources management policy (profiles, wages, career plans, etc).

The Commodity manager is responsible for all decisions made regarding one or more family of products. He sets out the strategic direction, the action plans to be implemented and makes sure that they are deployed. He is responsible for defining and allocating the resources needed (human, technical and financial). He reports on performance to the Purchasing Management Board.

The “purchasing manager" is responsible for the implementations of the strategies by all the purchasing teams. He sets out the strategic direction, the policies to be implemented and makes sure that they are deployed. He is responsible for defining and allocating the resources needed (human, technical and financial). He reports on performance to the purchasing management board.

The Site Purchasing Co-ordinator" - is responsible for all decisions to be implemented by all the production sites. He sets out the strategic direction, the policies to be implemented and makes sure that they are deployed. He is responsible for defining and allocating the resources needed (human, technical and financial resources). He reports on performance to the purchasing board.

The Lead buyer for a purchasing family/segment leads a purchasing team working on the same kind of purchases. He sets the objectives for that family, particularly in terms of overall strategy. He is the interlocutor of the site-purchasing managers and project-buyers.

The Upstream buyer heads project-purchasing teams acting upstream of projects, uses transversal procedures, and uses functional analysis tools. He sets objectives for projects, particularly in terms of general tactics. He is the interlocutor of the site-purchasing managers and line-purchasing managers.

The Site Purchasing Manager leads a purchasing team. He is responsible for the economic performance of his site. He sets the savings objectives, processes and overall strategy, and allocates resources and activities within his team. He is the interlocutor of the line-purchasing managers and project-purchasing managers.

The area-purchasing manager leads a team of site-purchasing managers. He is responsible for the financial performance of his area. He sets the guidelines and resources available in the area. He is responsible for deploying the actions and tools in his area (e.g. E-commerce tools, etc).

The buying specialist for key-account suppliers is responsible for relations with a particular supplier. He synchronises business deals made with his suppliers. This may concern several buying lines and/or several programmes and/or several sites.

The buyer consolidates the requirements, consults the market, negotiates contracts and supervises their implementation in all the units in his area.

The supplier Quality Assurance Engineer performs the activities to achieve the quality assurance of the purchased items to projects and running production in order to minimise supplier related quality issues.

The buyer-planner organises and coordinates stock management according to the general guidelines set by the stock manager. He is responsible for all related activities and expected results.