Senior Supply Chain Project Manager

Position Summary:

This position represents the Purchasing team in program and customer reviews, and act as a liaison between functional departments. This position will also be responsible for evaluating and assessing new development and customization projects as related to the RECARO Americas Purchasing Strategy. It is also expected that this position will contribute to supply chain optimization, continuous improvement, implementation of best practices, and change management within RECARO Americas.

Essential Duties and Responsibilities include the following, other duties may be assigned:

Project Management Supply Chain

• Purchasing representative for all OEBs incl. definition and agreement of lead times and risks. Target: Feasible and ambitious OEBs acc. to latest SP requirements.
• Planning of all purchasing activities, critical parts, milestones, lead times for dedicated projects.
• Reporting of current projects status. Implementation of required corrective actions in order to ensure SP target realization.
• KPI status overview incl. tracking acc. to SP / SPS Shop Floor Management process.
• All critical topics must be highlighted within the team incl. escalation process (SFB SPS, SFB SP, PSC + PDP).
• Assurance of raw material availability at suppliers for all parts in cooperation with involved departments (e.g. new colors).
• Successful implementation of logistics concept for all concerned parts and suppliers.

Preparation Purchasing Specification

• Preparation purchasing specification for PSC/PDP incl. latest SP targets agreed with SPC, SPG and SPT incl. approval by project team.
• Definition of all purchasing targets in each project phase for concerned projects.
• Assurance of required raw materials and technologies in PSC/PDP to realize global sourcing acc. to latest commodity strategy.
• Overview and tracking of all development suppliers (build to specification) in responsible projects (incl. status contracts for each development supplier) e.g. quality gates on time.

Risk Management

• Implementation overview of purchasing risks for all responsible projects (incl. purchasing risks which are shown in OEB).
• Definition and tracking of mitigation actions.
• Definition of critical parts (e.g. FMEA, team judgement) in order to initiate mitigation actions. Close cooperation with SPT and DVC1 to initiate process or product audits to ensure process reliability.
• Reporting of risk overview incl. status and actions within the project team and SFB SPS.

Implementation of Commodity Purchasing Strategy

• Availability of transparence and knowledge of latest commodity purchasing strategy.
• Assurance of successful implementation in all responsible PSC/PDP.
• Frequent PSC/PDP status presentation to SPG, SPC, SPT in order to cooperate and agree on actions and judgement of successful commodity strategy implementation.

Long-Lead-Item Tracking

• Definition long lead items (off-tool parts) incl. critical parts (e.g. dress covers) in standard overview acc. to OEB and review during team meetings.
• Milestone planning acc. to standard lead time of each item and part incl. required due dates for feasibility checks, BOM, drawings etc.
• Tracking and status check of milestones in each team meeting to ensure on time delivery of required deliverables. Any delay must be highlighted the team meetings, SPS SFB and PSC/PDP.

Missing Part Tracking

• Tracking of all P/N (In-house-production parts, BFE, purchasing parts) of concerned commissions in order to ensure on time SOP.
• Implementation of corrective actions incl. Shop-Floor Management SP / SPS if needed in order to ensure on time SOP.
• Prioritize responsible P/N in all involved departments (e.g. Logistics, Quality, Purchasing) to ensure on time SOP.

Milestone-Tracking

• Additional to milestone tracking of topic 1 (Project Management Supply Chain) and 5 (Long Lead Item Tracking) all engineering (process supplier) and purchasing milestones must be tracked to ensure on time delivery. Milestones are defined in e.g. MS project schedule, ACSA and milestone tracking tool of each PSC/PDP.
• Implementation of corrective actions and escalation acc. to latest shop floor management SP/SPS will be done to realize on time delivery of required milestones.
• Any postponement of agreed milestones will be highlighted in team-meetings. Furthermore, any deviation from the agreed milestones which has any negative influence for purchasing (e.g. reduction of lead time, increase of RC and/or NRC) will be highlighted in PSC/PDP. If required, a request for special PSC/PDP steering committee meeting for mentioned deviation must be placed in team meeting. A parallel recovery plan from the team must be presented in requested PSC/PDP steering committee meeting to ensure fulfillment of SP-targets.

Cost Monitoring

• Identification and review of available cost tracking overviews for each responsible project in SharePoint. Remark: Overview of each tracked project incl. Design to Cost process are within the responsibility of SC (product calculation) but should be required by SPS to ensure complete transparency and corrective actions in design process if required.
• Projects incl. deviations from target (RC > 100%) must be checked with product calculation in order to define actions for each deviation on P/N level.
• Each corrective action on P/N level has to be communicated and tracked with concerned department to realize cost target (RC =100%).

Purchase Order Dispo / GMK (e.g. Rapid Prototypes)

• Definition of required Dispo / GMK parts incl. verification of on time availability of specification.
• Project targets (delivery date / RC/ NRC) must be considered during negotiations.
• Tracking of all placed purchasing orders incl. communication with suppliers to ensure on time delivery.