Purchasing Manager
We are looking for a Purchasing Manager to lead the procurement function: set the sourcing strategy, negotiate with key suppliers and manage the buying team. The role is responsible for getting competitive quality, lead times and prices with clear controls.
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Responsibilities
Define the sourcing strategy by category and align it with the budget and the needs of each department.
Negotiate contracts and commercial terms with strategic suppliers (pricing, lead times, payment terms, warranties).
Lead, train and evaluate the purchasing team, and assign categories and responsibilities.
Set and maintain purchasing policies: minimum quotes, approval levels and supplier selection criteria.
Assess supplier performance (delivery, quality, service) and decide whether to keep or replace them.
Analyze spend by category and supplier to find savings and supplier dependency risks.
Coordinate with finance, the warehouse and user departments on purchase planning and inventory.
Prevent conflicts of interest and ensure traceability and controls across the purchasing process.
Requirements
Degree in business, industrial engineering, economics or a related field.
Proven experience in purchasing or procurement, including supplier negotiation.
Experience managing purchasing or administrative support teams.
Ability to analyze spend, total cost and contract terms.
Comfort with an ERP or purchasing system and data analysis tools.
If you want to lead a purchasing team with sound judgment and negotiate for the benefit of the company, we'd like to meet you.
Interview Questions
Tell me about a negotiation with a strategic supplier. What did you achieve and how did you prepare?
Look for preparation (spend data, alternatives, goals), what the candidate gave up and gained, and how the supplier relationship was protected.
You discover that a single supplier covers most of a critical category. What do you do?
Look for an assessment of dependency risk, a gradual search for alternative suppliers and negotiation of terms without disrupting supply.
A buyer on your team always works with the same supplier and is very close to them. How do you act?
Look for reviewing the case with data and without accusations, strengthening controls (quotes, rotating responsibilities) and escalating if there are signs of a conflict of interest.
A department urgently requests a purchase that bypasses approval levels. How do you respond?
Look for explaining the policy and using a documented, approved exception route while still meeting the department's real need.
How do you measure whether your purchasing team is doing a good job?
Look for metrics such as on-time delivery, savings against a baseline, quality received and policy compliance, not only price.
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