Head of Global Indirect Purchasing

Harefield, England, United Kingdom · Purchasing



1. To facilitate the creation of Category Manager led cross functional teams for key spend categories and sub-categories

2. To ensure that the teams are using the category management process to agree optimised category strategies including implementation plans with actions, timings, targets and measures

3. To ensure that the teams achieve category strategy sign-off

4. To ensure successful category strategy implementation and target delivery

5. To ensure that the teams review category strategies against targets and develop as appropriate

6. Plan and implement ”road map” to best practice


1. To ensure Category Manager attendance at key stakeholder management meetings

2. To develop personal and team influencing skill set

3. To deliver the ‘Business Engagement Plan’

4. To develop new integration ideas

5. To develop formal processes where appropriate

6. To promote awareness of and engagement with GIP at senior levels within Norgine


1. To evolve the GP sourcing vision and support delivery of high level initiatives

2. To create a recommendation and case for Vendor Management in Norgine

3. To ensure Category Manager personal development

4. To provide a Category Manager support infrastructure

5. To support team succession planning

6. To develop GIP data services

7. To ensure training provision where common skill set gaps exist


1. To support the purchasing restructure and roll out of purchasing best practice in GIP

2. To support business policy creation

3. To create a recommendation and case for Vendor Management in Norgine and implement VM in GIP in 2018/19

4. To promote through influence Norgine cultural objectives

5. To abide by the Norgine Business Code

6. Departmental budget creation and cost management

7. To achieve personal development goals


The role involves the management of cross-functional activity in a mutli-site, pan-European environment. Although global structures exist, stakeholder behaviours are often locally driven and must be managed accordingly. Global and strategic spend management is a relatively new approach so limited understanding of category management activity exists in the business. There remain spend areas which are managed locally. Spend ownership is not defined and employees are relatively highly empowered. As such, change management remains a significant challenge.

In summary, the job holder is accountable for the delivery of global strategic purchasing objectives in a culture with a significant legacy of local tactical focus.


The individual will be accountable for the sourcing management of key spend categories including supporting the delivery of savings and supplier performance objectives.


Identification and effective relationships with key stakeholders, (including budget holders, ‘user’ functions and governance bodies), is critical as change must be managed across all markets and all functions across the business. Approval for major change management programmes is often required from the Exec. Team so the ability to influence members of this team is essential. Implementation of change is frequently done by users of goods and services so the ability to influence at an operational level is also essential.

The ability to engage and motivate Category Managers within the team is critical to this role.


A proven track record of delivering effective category management in a multi-site, multi-functional environment is essential.

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