Education

• A Purchasing Manager should have strong leadership capabilities, negotiation skills, and analytical abilities. He should be familiar with sourcing and vendor management, possess business sense, and be proficient in gathering and analyzing data.
• Additionally, he should have decision-making skills and be proficient in vendor management software.
• Professional level required (Degree in Engineering, administration, marketing)
• Bilingual (Fluent in English language)

The Plant Purchasing Manager is responsible for developing and executing purchasing strategies, tracking metrics, negotiating deals, and managing vendors.
He collaborates with stakeholders to secure the supply of components, manage risk, supply indirect material and equipment, forecast market trends, and ensure clear requirements documentation. His role involves analyzing costs, mitigating risks, and determining optimal delivery quantities and timings.

• Is responsible for the execution of the practices required to ensure the complete adherence to the policies, guidelines, procedures, and regulations in compliance with the PHINIA Values and internal control rules and demonstrate all the time an ethic behavior.
• Is responsible for developing and executing purchasing strategies to support suppliers' performance and to improve overall material cost.
• Assess, manage, and mitigate risks with the supply base.
• Forecast price and market trends to identify changes of balance in buyer-supplier power.
• Is responsible for the management, supervision, development, and performance of the Plant Purchasing team, Supplier Development team, Supplier Quality Engineers, New Products Sourcing, and the IMCIP/MCIP Plant coordinator.

• As member of the Plant Staff, is responsible to participate in all Staff standard activities (SPQVC Reviews, Safety ObservationTours, Layered audits, recognition and celebrations, and management reviews).
• Is accountable for tracking and improving specific Key Performance Metric Indicators Plant Level as follows:
• Zero disruptions to the operations and to customers due to lack of components.
• On time delivery for sourced components and equipment.
• Number of Supplier Quality complaints.
• Execution of the MCIP (Material Cost Improvement Process) targets for the plant.
• 3% YOY Improvement on material cost as % of sales.
• 3% YOY Improvement on the indirect material cost.
• Execution for 100% recovery of cost recoveries from suppliers due to quality, delivery, or warranty reasons.

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