Indirect Sourcing Director - MRO, Corporate Services, Energy

Indirect Sourcing Director – MRO, Corporate Services, Energy

Location(s): Toledo, OH, US,

Function: Sourcing

Audience: Experienced Professional

Work Arrangement: On Site

Requisition ID: 68862

Aligned with the strategies of the businesses, the director of indirect sourcing is responsible for establishing the strategic direction and procurement of all indirect materials, globally – including MRO, Energy, Corporate Services, and IT. Immediate focus of this role is to champion a new MRO operating model and cross functional stakeholder management for spend globally, lead a high performing team of sourcing professionals – inspiring innovation, reducing cost, and improve supplier quality across the enterprise. Further, this role will utilize various industry information and benchmarking, draw upon knowledge of the global markets, interpret key stakeholder requirements, and leverage actionable data analytics in evaluating strategies, developing options, and executing tactics to deliver sustainable sourcing solutions.

As a member of the Global Sourcing Leadership Team, the director of indirect sourcing must demonstrate teamwork and commitment to the overall success of Owens Corning. This role is a recognized leader with unquestionable integrity that makes and influences key business decisions and demonstrates our corporate values and commitment to winning with our customers and growing our talent through performance management and talent development.

Reports to: Vice President, Global Sourcing & Enterprise Supply Chain

Span of Control: 18

Responsibilities

Trusted Business Partner

• Effectively manages stakeholders across the business to drive organizational change, build credibility and trust regarding all indirect spend with a specific active business transformation initiative in MRO.
• Persuades, enrolls and aligns internal and external stakeholders to a specific vision or desired outcomes.
• Conveys opportunities in a way that inspires and energizes team members and business partners into action.
• Knows our customers, participates in direct customer interaction and has a thorough understanding of customer issues across their supply chain including specifications, raw material inputs, OC competitors or alternative products, energy and indirect spend.
• Manages supply base, inflation and savings forecasts in a data driven manner accounting for potential short, medium and long term risks and allocates resources to mitigate supply & supplier risks.
• Partners with the VP of Global Sourcing, VPs of Operations, VP of Finance, HR, IT and Sustainability across the enterprise, and owns the agenda with the Corporate Risk Management Committee for risk management actions and other key stakeholders to deliver on the objectives of the business.
• Inspires teamwork across business segments and regions to maximize the performance of Owens Corning and the development of people.
• Owns and drives enterprise-wide initiatives.
• Is regarded by the employees of Owens Corning as a role model for their growth, development and conduct.
• Teaches financial acumen and concepts to assure financial based decision making occurs at every level of the business.
• Participates on various teams and supports initiatives outside of the Sourcing function.

Metrics

• Monthly accounting for cost reductions and substitutions per annual financial plan by business segment within the Group.
• Supplier Risk Management performance, designed to hold vendors accountable for delivery of raw materials on spec and on time.
• Monthly inflation forecast incorporating a view through the lens of an external market perspective.
• Each of the above elements are visible to each GM in their relevant P&L and balance sheets.
• Feedback from the GM’s, Global Sourcing LT, Operations Leadership and peers.
• Continuously builds intimate insight and knowledge of critical supplier base, their business, what is necessary for the supplier to be successful, and the value that our current and future global supplier base delivers to the business.
• Ensure operations are consistent with the global supplier code of conduct and OC values.
• Provide leadership to the indirect Sourcing team to deliver productivity by working with suppliers and business leadership.
• Develop strong business relationships with all levels of key supplier base with focus on senior levels appropriately.
• Visit suppliers regularly to assess their capabilities, and understand their business strategies and priorities.
• Ensure appropriate level of Supplier Management (including overall commercial account management) for supply base and make this a linchpin of continuous improvement for OC/supplier relationship and results.
• Develop strong understanding of key supplier industries through “outside in” perspective and regularly calibrate the contemporary state of this perspective.
• Benchmark our key suppliers and spend regularly.
• Key account management.
• A process for auditing performance.
• Sustainability.

Developing and Executing Strategy

Develops and executes timely strategy to centralize MRO spend, create more efficient channels for MRO delivery. Works with leaders over energy, IT, Corporate services to devise strategies and develop capabilities that support the growth of Owens Corning.

Keeps a forward‑looking, long‑term view of key trends and activities which will significantly impact the business.

Ensures sourcing is a competitive advantage for OC through:

• Maintaining a sophisticated and purposeful forward looking and externally oriented global view of the key goods and services required by the business and the industries which provide them.
• Understanding the commercial and supply chain strategies of the businesses and aligning Sourcing strategies accordingly to create economic value and/or mitigate business risk.
• Ensuring supply security at the best economics for all commodities.
• Supporting the company’s Sustainability initiatives with the supply base.

Metrics

• Sourcing functional strategy developed and maintained, aligned with the strategy of the Global Sourcing function and the business segments.
• Key strategic sourcing initiatives identified within the strategies of the business segments as seen within the P&L and Balance Sheet (targeting 3% savings YoY) or through Risk Mitigation and measured by economic value creation, performance vs. market indices, hard savings dollars, productivity, one‑time project savings, capital efficiency, deep and productive relationships with all key suppliers, financial performance vs. inflation, identification of key sole source/supply chain business risks, supply risk mitigation, and adherence to corporate hedging policy.

Strategic Sourcing Expertise

Accountable for all negotiations within the business’ global supply base, including third‑party providers. Responsible for ensuring all sourcing activities adhere to the highest ethical standards, consistent with OC’s values and business code of conduct. In addition, this role is accountable to:

• Assure corporate processes and purchasing transactions adhere to all corporate and sourcing policies, including SOX and proper Levels of Authority approvals.
• Continuously improve sourcing processes with the objective of minimizing back‑office sourcing transaction costs.
• Understand the daily/weekly/monthly/quarterly needs of each of the business supply chains and ensure the right materials/products/services are at the right place, at the right time, at the right cost.
• Ensure suppliers deliver to specifications called for and that the appropriate quality level is delivered.
• Work with the operations and technical group to understand and improve specifications on a Six Sigma, continuous improvement basis.
• Communicate consistently regarding results and the status of key initiatives, and on forward looking risks and opportunities with the supply base or with sourced goods and services.
• Provide a sophisticated view of the markets so risks and opportunities are well understood by business decision makers, and specific actions are taken as a result.

Metrics

• Financial performance to plan and prior year.
• Goods Received Not Invoiced & Average Weighted Days to Pay.
• Key strategic sourcing initiatives identified within the strategies of the business segments as seen within the P&L and Balance Sheet or through Risk Mitigation and measured by economic value creation, performance vs. external market indices, hard savings dollars, productivity, one‑time project savings, capital efficiency, deep and productive relationships with all key suppliers, financial performance vs. inflation, identification of key sole source/supply chain business risks, supply risk mitigation, and adherence to corporate hedging policy.

Leading and Developing Talent – Global Talent Management

Ensures global sourcing key capabilities by having core foundation skills, and that all employees develop and grow as a trusted business partner, trust strategic sourcing expertise, and supplier relationship management.

Designs the business’ sourcing organization in a way that creates “complete” jobs with strong accountability and development opportunities.

Creates an environment where talent is developed through effective performance management and talent evaluation.

Effectively builds a diverse team with competent people using the appropriate mix of internal promotions and external recruitment to satisfy near‑term performance, longer‑term succession needs and to ensure the organization has the necessary outstanding talent.

Invests in the growth and development of direct reports and other identified talent in their organization.

Encourages cross‑functional moves and talent planning.

Partners with other business leaders in driving performance management throughout the function by recognizing strong performers and coaching marginal performers.

Engages with key business partners in upgrading talent with our external recruiting efforts to fill openings.

Metrics

• Progress versus 2:1 succession talent plan.
• Rate of involuntary turnover for poor and marginal performers.
• Talent additions through external recruiting.
• Number of turnovers of high performance and high growth talent.
• % of effective performance appraisals and career development plans.
• Feedback from other Business Leaders on talent level of global sourcing team.

Minimum Qualifications

• An undergraduate degree in business, finance, engineering or related field of study; MBA preferred.
• Fifteen plus years of global sourcing or relevant business or commercial experience (engineering, operations, finance, general management) with progressive responsibilities.
• Leadership of a global functional organization; overseas assignment strongly preferred.
• Project management that drives impact, strong results and leads to change.

Experience

• Experience at creating and implementing strategies at a comprehensive and global level within a corporate environment for supply chain or businesses.
• Strong team player, with experience and strong results in team-based matrix organizations geographically and functionally.
• Strong background in MRO, Corporate Services and Energy Sourcing.
• An experienced global manager and motivator of teams, able to select, develop and retain high performing team; has significant experience managing teams across geographic boundaries and bringing fresh thinking to talent management and succession planning.
• Demonstrated track record of results, strong commercial orientation, with thorough understanding of financial statements, especially cash flow and cash generation, cost reduction, productivity, and working capital.

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