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Role Purpose
Role Contribution
In order that the Category Strategy meets both company strategic objectives, and future project and operations requirements, the scope and activities to undertaken by the Category Manager include the following:
Vendor Relationship Management
Develop and foster collaborative partnerships with key vendors for mutual long-term value.
Measure of Effectiveness:
Conduit for Communications
Main conduit for communications with key vendors for strategic category activities. Performs the role of a central coordinating entity between various involved internal and external stakeholders
Measure of Effectiveness:
Monitor Vendor Performance
Develop and maintain robust and scientific benchmarking data for key packages under the category, to be able to assess vendor proposals and provide direction in negotiation discussions. Use sound judgment to assess and appraise key vendor performance in the WIN phase and ensure feedback on the performance of the vendors during the EXECUTE and OPERATE phase is obtained from the relevant internal stakeholders for enhancing vendor management.
Measure of Effectiveness:
Vendor appraisal for WIN phase activities
Memorandum of Understanding
In agreement with Product Lines/Projects, MOU’s that put in place a WIN WIN commitment in line with SBM’s contractual principles are coordinated, negotiated and finalized in all respects for key packages with high levels of technical maturity with strategic vendors.
Measure of Effectiveness:
Memorandum of Understanding
In agreement with Product Lines/Projects, MOU’s that put in place a WIN WIN commitment in line with SBM’s contractual principles are coordinated, negotiated and finalized in all respects for key packages with high levels of technical maturity with strategic vendors.
Measure of Effectiveness:
Frame Agreements
Coordinate with the relevant internal and external stakeholders to develop mutually beneficial long term Frame Agreements (including all aspects such as commercial mechanism, schedule acceleration, quality control, document deliverables, technical design, legal and contractual terms and conditions) for key packages with strategic vendors and continually improve them based on internal feedback.
Measure of Effectiveness:
Win/Executive Phase
Coordinate and take full accountability of all WIN phase activities for the packages under the category including but not limited to Confidentiality Agreements, monitor RFQ process, coordinate evaluation (both commercial and technical) with relevant project stakeholders, propose negotiation strategy for the key packages, undertake negotiations as agreed and provide the data as required to the Estimating and Proposals stakeholders.
Upon Contract Award, take full accountability of activities related to negotiating the PO (commercial, technical, quality, terms and conditions) until placement of the first revision of the PO upon which the PO will handed over to the EXECUTE team.
Measure of Effectiveness:
Vendor Panel Development
Work with relevant stakeholders (internal and external) and expand vendor panel for key packages with viable alternatives where agreed/required with a view towards risk mitigation on our projects and adding value to our business. Take ownership of the vendor list for the category and the vendor qualification process for vendors in the category.
Measure of Effectiveness:
Global Confidentiality Agreements
Coordinate and facilitate Global Confidentiality Agreements with key vendors to enhance flow of information in a collaborative manner between the businesses and ensure these agreements are utilized on the Projects.
Measure of Effectiveness:
At SBM Offshore, our people have unrivaled experience and understanding of the needs of the global offshore energy industry. Our product development is driven by evolving market demand.
SBM Offshore provides floating production solutions to the offshore energy industry, over the full product life-cycle. The Company is market leading in leased floating production systems with multiple units currently in operation and…
At SBM Offshore, our people have unrivaled experience and understanding of the needs of the global offshore energy industry. Our product development is driven by evolving market demand.
SBM Offshore provides floating production solutions to the offshore energy industry, over the full product life-cycle. The Company is market leading in leased floating production systems with multiple units currently in operation and has unrivalled operational experience in this field. The Company’s main activities are the design, supply, installation, operation and the life extension of Floating Production, Storage and Offloading (FPSO) vessels. These are either owned and operated by SBM Offshore and leased to its clients or supplied on a turnkey sale basis.
Group companies employ approximately 7,000 people worldwide. Full time company employees totaling 4,900 are spread over five regional centers, eleven operational shore bases and the offshore fleet of vessels. A further 2,100 are working for the joint ventures with several construction yards.
The Group is committed to conducting business in a sustainable way over the long-term by developing close relationships with local people, communities and businesses in host countries, and by safeguarding the natural environment.
It is our goal and driving ambition to be the trusted partner of choice, delivering reliable, complete floating production solutions that create value for SBM Offshore’s clients, by sustainably and passionately leveraging the Company’s technology and operating experience.
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