The macro environmental challenge for World Vision has changed significantly over the past decade. We are living in a world increasingly troubled by large scale disasters, natural, man-made, slow onset and fast onset. Overlaying these four emergency response scenarios with the various channel strategies for development, food, non-food-items, gifts-in-kind, health products and logistics services further complicates World Vision’s supply chain. Superimposing World Vision’s various channels with those of the humanitarian and commercial sector provides huge opportunities for convergence to improve service levels to beneficiaries at to reduce total cost of ownership. All this to say, World Vision now finds itself in this new set of realities that shape who and what we are and how we need to respond to ever changing demands over the next decade. Supply chain related expenses are the second largest expense category in World Vision following people expenses. Further analysis of World Vision expenses shows that for every $1 dollar spent on development programs in National Offices, between $.40 and $0.55 goes through our Supply Chain. When we combine development and relief programs, between $.60 to $0.70 passes through our Supply Chain, and for every $1 dollar we spend on programs that include food-aid and Gifts-in-Kind, approximately S.75 is potentially touched by Supply Chain Management. Some supply chain industry thought leaders state that supply chain management is the business.
Reputational risk and exposure to negative press has never been as high for the Partnership. Supply chain management staff is most exposed of all World Vision staff to graft, corruption, fraud, nepotism and poor governance. The majority of internal audit findings, approximately 60%, are related to SCM. World Vision’s supply chain staff is exposed to external influences. Supply chain management staff is accountable for full transactional compliance from the forecasted field requirement to accounts payable.
The humanitarian industry is exposed to a multitude macro trends and we must embed supply chain leadership and mechanisms that will give WV the capability and vision to not only be relevant by 2020, but to be a world-class leader in the humanitarian industry. This will require that we do things much differently than in our previous six decades of existence. There are so many people in need, and World Vision can only touch a few, so the environment will demand a shift to be far more innovative and collaborative.
Supply Chain management places an enormous moral and commercial burden on our organization and its staff, but has not been fully developed or recognised yet as other core support functions such as HR, Finance, IT, Marketing, Communications for example. There is an urgent need to migrate for a reactive tactical SCM environment to a pro-active strategic approach.
PURPOSE OF POSITION:
The Regional Supply Chain Management Director (RSCMD) will establish supply chain management as a core function in each region.
This role will act as a strategic partner with the Region and NO leading the strategic direction for supply chain and operational responsibility. With more than 60% of WV’s spend touched by supply chain, it is imperative that standards, accountability mechanisms, capacity and leadership around SCM be taken as a critical priority. The RSCMD will work with GSCM and the respective regional leadership to direct and develop strategy, policy and procedures around supply chain, ensure that the best total value is achieved (risk mitigation, donor confidence, cost reduction, quality, delivery, lead time, asset investment) while meeting the current and future business and technical needs of World Vision
As a strategic partner, this role will work with regional and NO’s for both emergency and development program activities, providing guidance and training around developing, selecting, and managing strategic partnerships with suppliers and service providers in low and high cost global regions to meet the local, regional, and global needs of WV’s business. This position will take an active role by participating in supply chain audit activities and risk reduction strategies, coordinate and participate in capacity building and training initiatives, oversee and coordinate the roll out of four phases of SCM modernisation, and act as an advisory resource across other regions when required.
Act as the leading partner in designing the strategic road map and rolling out operational best practices for the supply chain management function across the regions.
Lead strategic direction and oversight in the development of SCM strategy, policies and procedures.
Provide guidance and training to NOs SCM staff for both emergency and program activities.
Lead supply chain business process assessments and capacity building activities with SCM staff.
Partner with NOs to identify SCM gaps that require tighter controls to ensure compliance and standardization.
Lead the coordination and roll out of SCM modernization in the top 80% NOs towards creating a sustainble and accountable supply chain management organization.
KNOWLEDGE, SKILLS & ABILITIES:
University degree in Logistics Management and/or Supply Chain Management.
Post graduate qualification in technical field related to SCM and Business Management.
Training and certification in practices such as Six Sigma, BPI, and /or Lean supply chain.
Minimim of 15 years of senior management and operational experience in the field of operations, manufacturing, logistics or supply chain management with experience in developing and implementing process change, training and knowledge management and capacity development programs.
Suitable experience in industry or the corporate sector is a prerequisite while a sound academic background will be an advantage to ensure that the incumbent will be able to provide learning and growth of the functional specialists as well as the members of the Community of Practice.
Demonstrates Christ -centered life and work.
Demonstrated leadership skills in complex and multi-facet work environment, being able to lead teams effectively.
Strong organizational skills and ability to manage an integrated Supply Chain process where members are geographically dispersed.
High level of independence shows initiative, and highly motivated team oriented and process oriented leadership style.
High degree of negotiation and persuasion skills.
Ability to travel internationally (up to 40% of the time).
Ability to work with a reasonable level of comfort in high tension and high security risk situations.
Ability to maintain performance expectations in diverse cultural contexts, psychologically stressful environments and physical hardships.
Strong written and verbal skills in English.
Experienced in Spend Analysis.
Experience in Strategic Sourcing.
Experienced in Procurement Processes.
Experienced in Inventory Management, Materials Requirement Planning, SCM Information systems, Transport and Warehouse Management.
Proven track record in Project Management.
Professional certification and / or post graduate degree in Supply Chain Management.
Member of a Professional SCM vocational society.