Purchasing Manager
Industrials
Binh Duong
Negotiable
• Control inventory aging, speed up stock turns, formulate action plans on slow moving inventory • Lead cost reduction projects in co-ordination with the Development team. Lead cost reduction initiatives in all aspects of the company’s procurement and purchasing. • Balances quality, productivity, cost, safety and morale to achieve positive results in all areas. • Manage and involve buyers in purchasing department’s projects and monitor the projects’ progress as well as the evolution of buyers’ professional development. • Plan key events during the year and mobilize purchasing team to work on specified goals • Monitor pricing trend and opportunities and feedback to development manager and general manager. Highlight opportunities for alternate sourcing and more competitive pricing. Perform and provide factual evidence such as feasibility studies, due diligence, laboratory test results to justify the necessity for development department to reassess choice of vendor, material source and price. • Ensure POs are timely and properly maintained in the system. Ensure materials arrive in the correct quantity and timing according to production requirements • Ensure all non-conformance are properly reported and documented. Support buyers in communicating charge-backs to vendor and ensure vendor acceptance.
• Four-year university degree required, Master Degree preferred • 6 year experience in related field • Sourcing and vendor development • Supplier assessment, vendor evaluation • Purchase price negotiation • Supplier quality assurance • Demonstrated ability to lead people and get results through others • Planning: an ability to think ahead and prepare action plan to achieve results at a macro level Project Management • Must be able to improve working conditions (safety, quality, productivity, cost) and increase subordinates’ skills and capabilities
Please send your updated CV to hoang.le@talentviet.com; directly contact Mr.Hoang at 3910 1126 - ext 110 for more information.
