CORE DESCRIPTION
Responsible for Tactical/Operational and or Strategic Supplier relationship management. Including amongst others managing relationships between
business (tactical/operational and strategic units) and suppliers as well as supplier performance. Ensuring that suppliers deliver against
contractual SLAs and requirements of business units in achieving objectives. Managing escalations/disputes between Suppliers and Business users
and ensuring resolutions to disputes by being points of experts and reference for contracts and associated BOQ or statements of work.

JOB RESPONSIBILITIES
Tactical/ Operational supplier relationship management:

Ensure supplier execution against SLAs/ operational requirements (between regions and suppliers) and monitoring and improving performancemanagement frameworks of contracts
Manage poor performance of suppliers using remedial actions/ plans and or contractual mechanism, e.g. penalties
Ensure and facilitate equal work allocation to suppliers by engaging both operations and Suppliers
Determine and monitor execution capabilities of suppliers by tracking capacity, working with suppliers to increase capacity as required by operations
Facilitate continuous engagement with Suppliers and become a single point of contact for Suppliers on all contractual issues
Dispute resolution
Manage team

Strategic supplier relationship management:

In line with the defined procurement strategy, manages the identification, classification and categorisation of suppliers
Is responsible for supplier relationship management and performance management
Executes supplier development activities
Identifies and recommends supplier innovations, value release initiatives and manages implementation, and track benefits
Assesses and defines the supplier risk management plan and mitigation actions

Manages internal customer relationships:

Supports the management of internal client feedback and query resolution on supplier performance
Administers periodic surveys to measure customer feedback for continuous improvement
Within the framework of the cross functional sourcing and supplier development teams, closely develops and manages the relationship with internal clients
Improves and reinforces procurement's profile and recognition within the internal customer community
Acts as a source of expert market knowledge, insight and advice to customers

Manages contract compliance and payment terms as per the policies:

Closely monitors contract compliance and flags areas of non-compliance for corrective action
Identifies methods for optimising user compliance and customer satisfaction
Manages all administration relate to suppliers including in instance payments, reporting and contractual compliance

Manages people performance and development:

Manages the performance, development and implementation of his/her team#s learning and growth plans and provides coaching and mentoring to ensure ongoing learning and development
Provides comprehensive advice, insights, guidance and service on best practice procurement and SRM

Strategic and adhoc

Ensure process and systems were applicable are designed and implemented to increases efficiencies
Where required enter into strategic contract development in conjunction with key stakeholders through to negotiations
Facilitate all contract improvements and ensure contracts are aligned to strategic and operational requirements

CORE COMPETENCIES
Functional Knowledge:

Spend & Demand Analysis; Drafting of Scope of Work; Supply Market & Competitor Analysis; Value Chain & Total Cost Analysis; Strategic Category Management; Value Identification; Tendering;
Contracting/Legal; Reporting & Procurement Controlling; Procurement Applications & MDM; Operational Contract Management; Supplier Relationship Procure to Pay; Spot Buy e-Sourcing;
Knowledge and experience in medium to complex negotiations, contracts management, business finance and strategic cost management;
Must have a good understanding of the ICT industry, with a focus on the
telecommunications market and trends;
An understanding of ICT sector guides and B-BBEE codes; Good understanding of telecommunications trends and developments

Attributes/ Leadership Competencies:

Thought Leadership: Developing strategies/ Providing insights; Generating ideas; Exploring possibilities; Examining information; Adopting practical Approaches, Continuous improvement
Market Leadership: Developing expertise; Challenging ideas; Interacting with people; Understanding people; Seizing opportunities; Managing tasks
Business Leadership: Pursuing goals; Taking action; Upholding standards; Managing tasks; Seizing opportunities
People Leadership: Making decisions; Empowering individuals; Challenging ideas; Directing people; Developing people, Convincing people; Interacting with people
Personal Leadership: Embracing change; Thinking positively; Showing composure; Understanding people; Valuing individuals; Team working
Values Aligned with the Organisation's Values

MINIMUM PERSON REQUIREMENTS
Required Certification/Professional Registration:

A CIPS level 6 preferable or equivalent

Qualification:

Relevant 3 year degree/ diploma (at least NQF level 6). MBA will be an advantage.

Experience:

7 Years relevant experience, of which at least 2 years on management level preferable

Special Requirements:

Must have a good understanding of the ICT industry, with a focus on the Telecommunications market and trends.
Experience in the ICT sourcing environment with large scale sourcing projects exposure
An understanding of the Preferential Procurement Framework Act, NDP, NIPC, ICT sector guides and B-BBEE codes Detailed knowledge of
telecommunications next generation network market and trends
Knowledge and experience in medium to complex negotiations, contracts management, business finance and strategic cost management
Experience in building and managing long term internal and external business relationships

KEY STAKEHOLDERS (INTERNAL/EXTERNAL)

Corporate Governance
HR
Finance
IT
Business Operations
Commercial and Sales
Legal Services
Suppliers
Industry and regulatory bodies

KEY DECISION-MAKING AUTHORITY

Execute plans and processes
Service Delivery
vendor portfolio management
Ensuring the post contract strategy is aligned with the overall business objectives

KEY METRICS

Performance of service providers and delivery against operational KPIs
% of total spend managed by procurement
Annual cost savings/ total annual procurement spend
Value release
Cost savings achieved vs. cost savings target
Total department costs to cost savings achieved
Internal customer feedback
External supplier feedback (e.g. Strength of the relationship, etc.)

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Senior Manager Supplier Contract Management - Pretoria

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