Segment Leader

Achieves QCD’s performances of the segment for Valeo sites in his perimeter for serial and project purchasing.
Ensure competitive bidding conditions are met at RFQ stage:
- Sufficient number of independent capable suppliers in Pre-SoCo Short list,
Sufficient number of valid quotations (with comprehensive details) received
Challenge and negotiate supplier bids (via auctions whenever possible)
Result Bid analysis matrix available to enable apple to apple comparison and fair decision
GSD Regional representative for “Pre and Sourcing Committee” process
Chairman of the sourcing committee for Valeo site on his perimeter
Reject SoCo whenever competitive bidding conditions are not met.
Escalate and request arbitration at appropriate level in case of SoCo decision not bought or enforced in by Operations or Projects.
GSD representative for “gate keeper for in / out suppliers and NBOH process” for his perimeter assigned by GSD.
Regulates load capacity and dependency during business award process
Signs Generic VRF and Logistics Requirements with the suppliers assigned by GSD
Manages suppliers relationship on behalf of GSD on his perimeter
Fosters improvement of suppliers performance on his perimeter
Monitors supplier performance, Negotiates and Monitors Top Worst suppliers improvement plans of his segment on his perimeter
Leads supplier risk mitigation for the segment on his perimeter
Ensures respect of ethics and applicable laws with suppliers of his segment
Maintains strong relationship with Project Buyers to ensure their buy-in of the segment strategy and ensure region or Division specifics needs are addressed in the strategy of the segment
Builds mid term visibility on new business awards and force bundling at earliest project stages
Prepares and drives annual purchasing budget process for his segment on his perimeter
Develops aggressive QCD improvement plan (incl. all levers) and obtains GSD validation
Undertake relevant analysis on key performance indicators and sets up related improvement plans.
Maintains updated data bases of purchasing spent and market evolutions of his segment on his perimeter
KPIs
Specific :
Segment Purchasing Index
Segment Sourcing Ration and SoCo Metrics
Segment Productivity Reservoir, LTA’s and Booked Productivities
Risky suppliers indicator
Shared
Projects Purchasing Index of the segment
Segment Service Rate
Unqualified Initial Samples

Work arrangement
No