Procurement Manager

● Develop a procurement plan for each active project aligned to the approved Project Cost
Plan, BOQ and construction programme.
● Identify long-lead items and critical-path materials early and sequence purchase orders to
prevent site delay.
● Maintain a company-wide procurement tracker showing status of all outstanding purchase
orders and subcontract packages by project.
● Advise the Construction Manager and Project Managers of procurement risks that may
affect programme or cost.
● Source and evaluate suppliers and subcontractors against price, quality, capacity and
compliance criteria.
● Run a competitive quotation or tender process for material buyouts and subcontract
packages above the company's delegated authority thresholds.
● Personally lead negotiations on major or high-value packages — pursuing volume discounts,
extended payment terms, price-lock or rise-and-fall protection, and freight or consignment stock arrangements that improve the company's cash and programme position.
● Negotiate standing panel or preferred-supplier agreements with key material and plant
suppliers to secure consistent pricing and priority supply across concurrent projects, rather
than re-negotiating each buyout in isolation.
● Maintain and update the Subcontractor Register with current insurances, licences and
performance history, and use that history as leverage in future negotiations.
● Actively look for alternative ways of sourcing, sequencing and delivering materials and
subcontract works that reduce cost or compress programme — this is a core expectation of the role, not an occasional exercise.
● Consolidate common materials and repeat buyouts across concurrent projects to unlock
bulk pricing and reduce freight cost per unit.
● Explore staggered or just-in-time delivery windows, direct-from-manufacturer sourcing,
alternate freight routes and consolidated shipments to cut double-handling, demurrage and storage costs, particularly for provincial and remote sites.
● Work with the Design Manager and Estimating Manager to identify alternate materials,
systems or suppliers that meet specification at lower cost or shorter lead time, and present
these as value-engineering options rather than waiting to be asked.
● Challenge existing procurement and scheduling practices where a different approach —
different supplier mix, different delivery method, different sequencing — would deliver a better cost or time outcome, and bring these ideas to the COO for endorsement.
● Raise purchase orders and subcontract agreements against approved requisitions, ensuring
buyout figures are reconciled against the Project Cost Plan.
● Ensure no purchase order or subcontract is issued without appropriate budget approval and
delegation sign-off.
● Track order confirmations, lead times and delivery dates, and escalate slippage against the
construction programme immediately.
● Coordinate variations to existing purchase orders and subcontracts with the relevant Project
Manager and Contracts Administrator.
● Coordinate delivery schedules with the Assets, Transport & Warehouse Manager to ensure materials arrive at site ahead of the construction programme's need date, not simply in line
with it.
● Require every Procurement Officer to make daily contact with their assigned project teams
(Site Managers, Project Managers, Contracts Administrators) to confirm current site need dates, flag any change in sequence, and update the procurement register the same day — real-time accuracy is expected, not a weekly catch-up.
● Hold the procurement team accountable for identifying and escalating any order at risk of arriving late well ahead of the site's need date, so alternative sourcing or expediting can be
actioned in time.
● Work with Site Managers to confirm site access, storage and receiving arrangements ahead
of major deliveries, particularly for remote and provincial sites.