Supply Chain Lead I&C Electrical

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The Account Manager role is a key conduit to ensure the smooth flow of information between the Business Unit (BU) and the GSCS (Global Supply Chain Solutions) Team.  The role is also programmatic in nature, with responsibility to lead GSCS resources across the GSCS functional groups in delivering direct procurements to support projects and revenue recognition for the business. 

 

The priorities of the account management team in establishing the BU customer relationship are as follows:

1. Aggregate demand from BU for GSCS and supplier activities (business opportunity identification, supplier SIOP)
2. Lead Bid and Proposal (B&P) identification and execution
3. Act as issue resolution point of contact for BU stakeholders
4. Serve as voice of the customer within the GSCS organization
5. Understand project delivery performance at BU level and drive management/resolution of variances with Procurement Program Management (PPM) and Supplier Performance Engineering (SPE) teams
6. Lead Get to Green (G2G) Process for BU segment to track key metrics, observe abnormal conditions and lead 9-step problem solving activities with GSCS functions to resolve issues
7. Lead Escalation Process for BU segment through our issue management database to monitor issue entry and identify GSCS resources to lead issue resolution

 

These priorities translate into several specific activities:

1. Create and align with the Business on a rolling 5-year forecast at a category demand plan level:
   1. Build and leverage relationships with BU leadership and WEC customer facing teams to understand and develop solutions across BU’s portfolio and end-Customers (Nuclear Power Plants)
   2. Continuously translate BU sales pipeline of Backlog, Book & Bill, and Unidentified into future 3rd party material and services needs and incorporate updates into offer/project tracking system to ensure communication of forecasted needs within GSCS
   3. Heavy involvement in the B&P activities to ensure: supplier selection, risk mitigation planning/ optionality, customer-desired contractual flow down risks, and schedule and cost feasibility preserve Margin as Sold vs Margin as Delivered as it relates to 3rd party supply base
   4. Identify cost savings opportunities within organizational tracking tool and ensure alignment to savings goal, including feedback and management across the GSCS functional groups
   5. Special focus on leveraging Best Cost Country (BCC) capability to ensure WEC is competitive on a global basis
2. Provide input into project planning proposals and approval stage-gates:
   1. Supply base technical capability
   2. Supply base commercial / T’s&C’s
   3. Supply base quality, performance, and risk
   4. Overall project schedule and cost feasibility as it relates to critical supply base performance
   5. Own all Limits of Authority (LOA) (corporate governance process) and GSCS policies as it relates to Business Units’ supply chain activities
   6. Deli