Purchasing Manager

* ROLE PURPOSE
... under the guidance of the CSP operating plan and policy, provide managerial leadership to the Purchasing team to source, purchase, assess, and negotiate with suppliers to ensure the availability of cost-effective consumables, spare parts, and all other materials assigned (except fabric) required by the Factory in support of the relevant Factory KPIs.
3. KEY ACCOUNTABILITY AREAS
1. Materials Supply
• Cost Effectiveness of Purchase: establish a process to ensure all purchase requests from different departments are justified from a cost-effectiveness perspective (e.g. whether a) purchase is really required, b) suitable suppliers are considered, c) alternatives were considered, etc.).
• Consumables and Other Materials: hold immediate team accountable for sourcing, purchasing and following-up on delivery and quality of the required consumables and other materials (e.g. sub-materials). Monitor purchasing requests and alert abnormalities to CSP Director and relevant Managers.
• Accuracy of Purchase: hold immediate team accountable for ensuring the accuracy of quantity and quality before the purchase. Clarify with relevant parties where necessary.
• Machine Spare Parts: hold immediate team accountable for purchasing and follow-up on delivery on required machine spare parts. Consult HKPPC for advice on suppliers, costs and models where necessary.
• Inventory Control: Ensure on-time, sufficient supply of sub-materials to production by conducting regular reviews with CS Executives on inventory status with reference to future production plans.
• Quality Assurance: hold immediate team accountable and be personally involved in monitoring the quality of purchased materials and follow-up with end-user to ensure end-user’s quality expectations are met. Resolve disputes in the case of rejection by end-user.
• Budget Review: review the 1-month forward budget created by Management Accounting Manager. If the purchase amount exceeds the budget, the purchase needs to be approved by Finance & IT Director and Managing Director.
• Purchase Reporting: hold Immediate Employees (IEs) accountable for providing purchasing records to Accounts Payable monthly for bill settlement.
2. Supplier Base
• Supplier Sourcing: continually search for potential suppliers and choose suppliers based on quality, service, and cost. Seek approval from Operations SVP, TGO Director (applicable to Thailand) where necessary.
• Cross-Factory Collaboration: communicate with purchasing department of local sister Factory(s) to share information on potential suppliers for selection. (applicable to Factories having local sister Factory(s))
• Supplier Monitoring: keep track of quality and delivery performance of suppliers to aid future supplier selection.
• Supplier Relationship: maintain long term partnership with key suppliers to ensure adequate supply of quality materials required for the Factory’s operation.

3. Cost Savings
• Price Negotiation: proactively keep updated with the current price and quality of materials available in the market. Work with TGO Administration (applicable to Thailand) and be personally involved in negotiating price with suppliers to reduce cost. Obtain quotations to support decision-making by CSP Director.
• Cross-Factory Collaboration: arrange bulk purchasing from the same supplier with local sister Factory(s) to enhance purchasing power, and also reduce inventory cost of critical spare parts. (applicable to Factories having local sister Factory(s))
• Substitute Materials: hold IEs accountable for developing and testing substitutes for materials required to save cost for all departments.
4. Internal Customer Engagement
• Internal Customer Expectations: identify internal customers’ key expectations from the Purchasing services.
• Service Delivery: build effective working relationships with internal customers by meeting their expectations to create high customer engagement.
• Customer Buy-in: communicate and collaborate with internal customer to gain support for Purchasing department initiatives.
• Continuous Improvement: achieve year-on-year improvement in customer engagement.
*Definition of engagement: having captured the customer’s “heart and mind” so that the customer consistently speaks positively of the Purchasing team, has a clear desire to be work and/or be associated with the Purchasing team, and exerts extra effort to contribute in some way to the Purchasing team’s success.
5. Managerial Leadership of Immediate Team
• Business Context: communicate the ‘bigger picture’ context in which IEs need to plan and execute work (e.g. world, country, industry, Group, customer and inter-departmental considerations).
• Collaborative Teamwork: establish process for meeting regularly and holding IEs accountable for effective and collaborative teamwork at their level.
• IE Performance Management*: agree on SMART goals and assignments with each IE and provide continuous managerial guidance and feedback. Provide support for enhancing performance in the current role, conduct mid- year progress reviews and determine year-end performance appraisal ratings.
• IE Development*: assess the strengths and development needs of each IE and coach him/her in developing their FSKs and MLCs in line with the Role Profile of his/her current job.
• Recognition and Reward: provide differential recognition and recommendations for reward incentives for IEs (pay, promotion, development opportunities).
• De-selection: recommend re-assignment or termination of IEs where appropriate, supported by a fair ‘due process’ and structured performance improvement program.
• Appeals Process: provide an appeals process for employees one level down (EoDs) who have a grievance with his/her Immediate Manager (IM).
Note: manager accountable for: 1) coaching IEs to improve their performance and their abilities in their current job, 2) assessing future potential of employees one-level down(EoDs reporting to the manager’s IEs) and mentoring EoDs in terms of their career development for future roles, 3) identifying and developing successors for his/her IEs where relevant.
6. Future Talent Pool
• Talent Pool Analysis: assess the future potential of Employees-one-Down (EoDs) in terms of future manpower requirements.
• Mentoring and Career Development*: establish mentoring relationship and career development programs with individual EoDs based on future manpower requirements, assessment of individual potential and individual interests.
• IE Successor Development*: identify and have ready for promotion minimum two potential successors for each IE where relevant and within agreed timeframe.
*Note: manager accountable for: 1) coaching IEs to improve their performance and their abilities in their current job, 2) assessing future potential of employees one-level down(EoDs reporting to the manager’s IEs) and mentoring EoDs in terms of their career development for future roles, 3) identifying and developing successors for his/her IEs where relevant.


7. Alignment with TAL Core Values and Culture
• Personal Alignment: understand and personally commit to the Group’s core values and culture.
• ‘Walk the Talk’: lead by example and behave consistently with the Group’s core values and culture.
• Reinforcement and Support: communicate and visibly use the Group’s core values as guidelines for daily decision making. Support Group initiatives to reinforce the core values and culture.
• Coaching: coach IEs to behave consistently with the Group’s core values and culture.
8. Personal Effectiveness
• Assessment: take accountability for self-assessment of how to improve own personal effectiveness in the current role.
• Feedback: ask for feedback regarding personal effectiveness from relevant parties.
• Development Plan: pro-actively discuss ways for improving personal effectiveness with own IM. Seek opportunities for learning and growth. Participate fully in development opportunities provided by the Group and consciously apply the learning from the development programs.

Note 1: incumbent is also accountable for other tasks assigned by Immediate Manager, for specific purposes
(e.g. employee development). Immediate Manager accountable for explaining outcomes and target durations for such assignments.
Note 2: incumbent may not be assigned all Accountability Areas or tasks in the Role Profile. It is at the discretion of the Immediate Manager to provide specific direction and priorities for each IE (e.g. ramp up new employees), supported by clear explanations and timeframes.

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