Project procurement manager

Req ID:504521

At Alstom, we understand transport networks and what moves people. From high-speed trains, metros, monorails, and trams, to turnkey systems, services, infrastructure, signalling and digital mobility, we offer our diverse customers the broadest portfolio in the industry. Every day, more than 80 000 colleagues lead the way to greener and smarter mobility worldwide, connecting cities as we reduce carbon and replace cars.

Define and implement the Project Procurement Strategy in full respect of Quality Cost Delivery (QCD) commitments

At project start, get QCD Procurement Commitment as built at tender phase in the respective Leading Units (LU) and Participating units (PU), secure the commitments are well understood by the SSMs & Procurement Teams
Define the Project Procurement strategy with the Procurement Platform Director (PPLD), based on the Product Procurement strategy, into a Project Procurement Management Plan, approved by Procurement stakeholders (Domain, Platform/Solution…).
Ensure the Project Procurement strategy is shared, understood, applied by the procurement teams and the SSM,
In collaboration with Legal Department, build and publish the specific legal requirements to be applied for the project(i.e. Project Specific agreement, Request For Quotation (RFQ) letter, …), ensure good use and application by stakeholders (at Business Awards, contract validation, derogation validation, …)

Coordinate, consolidate and secure Procurement activities, performance & efficiency on whole project

Manage buyers working on the project for a proper contribution to the project QCD (functional report)
Organize Procurement launch meeting involving PM, SSMs, Procurement,
Have a general vision of the Project’s / suppliers' progress, stakes and difficulties. Define and agree with Procurement and SSMs the corrective measures and ensure those are led,
Orchestrate Contract creation and contract execution activities,
With PrCM support, and according to Project manual, arrange Supplier contract meeting at Project level to review progress of Supplier Contract creation and Contract Execution activities against planning and previous review to avoid impact on project execution. Govern cross-functionally AT/supplier compliance against their respective contractual rights/obligations and identify early cross-functional identification of challenges/risks during supplier contract execution to implement corrective actions pro-actively and avoid claim situations
According to Claim process RACI, contribute to ensure Alstom´s rights via offensive claims; and protect Alstom´s rights against defensive claims
Define proper processes and tools including reporting and ensure application on the whole project
Ensure Business Award decision compliancy with Project Procurement strategy and QCD requirements,
Follow project particular conditions are correctly applied and respected (such as localization rate, financial conditions…)
Escalate appropriately when and where required on procurement issues and risks impacting Project, always proposing corrective measures,
Ensure QCD performance of procurement is properly reported for each respective sub-system & component,
Ensure electronic Parts Maturity Follow-Up (ePMFU) tool deployment throughout each Sub-System & Component (together with the respective “métiers” / Subsystems contributing to populate it). Build a general overview for the PM.

Master the Material Work Package: costs, risks and ambition

Build the respective Sub-Systems Estimate at Completion and the project consolidation all WorkPachage (WP), and is accountable for the overall Project Procurement Saving Assessment Project Register (SAPR) & Risk Assessment Project Register (RAPR) including claim to suppliers.
Define improvement plans with respective Sub-System & Component teams - Follow-up the progress and ensure the progress is compliant with Project objectives
Co-Validates with Sub-System Manager each gap vs Financial Project Review n° 0 (FPR0) (deviation sheet & bridge approval process)

Split of Work
According project size and/or complexity, PPM function could be handled by several PPMs for the Project. In such a case, every PPM has the same job function described above, a “leader” has to be identified in charge of the overall coordination and reporting to the head of the Project, and each PPM scope has to be defined. For instance, a PPM “development” may be in charge of all processes involved in the Design of new products within the development team, or a PPM may focus on “supplier localization”, or a split by products maybe organized.

Performance measurements:

Q : Project Go First Article Inspection (FAI) On-Time
C : Cost reduction vs. Budget
D: Go Order On-Time

You don’t need to be a train enthusiast to thrive with us. We guarantee that when you step onto one of our trains with your friends or family, you’ll be proud. If you’re up for the challenge, we’d love to hear from you!

Important to note
As a global business, we’re an equal-opportunity employer that celebrates diversity across the 63 countries we operate in. We’re committed to creating an inclusive workplace for everyone.





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Procurement, Project Manager, Buyer, Manager, Operations, Technology, Management