Director, Category Management

The Director, Category Management at JLL is responsible for overseeing the tail spend solution implementation and management. You'll provide governance to our tail spend provider, ensure savings targets are met, engage with internal clients to improve user experiences, and maintain robust relationships with various stakeholders. It's essential to manage risks linked to vendor relationships while continuously seeking cost-saving opportunities.

To qualify for the Director, Category Management role at JLL, candidates need a Bachelor’s degree, ideally in a technical or business field. Additionally, having over 5 years of experience in indirect sourcing or procurement is crucial. Familiarity with tail spend management and proficiency in analytics and negotiations are critical for success in this role.

Vendor management experience is essential for the Director, Category Management role at JLL. You'll be responsible for overseeing provider performance, managing relationships, and ensuring that all services align with our strategic objectives. Your ability to negotiate effectively with vendors will also have a significant impact on cost efficiencies.

Preferred skills for the Director, Category Management position at JLL include strong influencing and persuasion abilities, effective change management skills, and an aptitude for supplier management. Experience in procurement operations, category management, and business process outsourcing will also set candidates apart.

Career progression for the Director, Category Management at JLL can lead to higher leadership roles within the procurement domain or even cross-functional positions in operations and strategy. The experience gained in this role opens up opportunities to step into more senior positions, shaping overall organizational strategies and driving innovation.

When managing vendor relationships, I focus on building trust and open communication to foster collaboration. I set clear expectations, both for performance and service quality, and regularly review these metrics to ensure alignment with organizational goals. I believe that a proactive approach to problem-solving helps to mitigate risks and improve overall relationship outcomes.

Achieving savings targets requires a combination of data analysis and strategic sourcing. I begin by conducting a thorough assessment of current spending patterns and identifying areas where efficiencies can be improved or costs reduced. Collaborating with stakeholders allows me to implement changes based on empirical data while ensuring that everyone involved understands and supports the initiative.

To enhance user experience in sourcing, I would focus on streamlining processes and ensuring effective communication among teams. Gathering feedback from internal clients is crucial, allowing me to implement necessary changes and continuously improve our sourcing solutions. Training sessions can also empower staff to use the P2P tools effectively.

In procurement, analytics play a vital role in identifying trends and key areas for improvement. My approach involves leveraging data analytics tools to monitor supplier performance and spending trends, allowing us to implement actionable insights that drive effective decision-making. This forms the basis of a continuous feedback loop, improving both performance and savings.

Prioritization requires assessing the urgency and impact of tasks. I use project management tools to keep track of deadlines and key performance metrics, ensuring that critical vendor relationships receive the necessary attention based on their importance to our savings targets and operational goals.

In a previous role, I encountered a situation where a vendor was consistently underperforming. I initiated a meeting to address my concerns directly and collaboratively developed a performance improvement plan. This engagement turned a challenging relationship into a constructive partnership, leading to measurable improvements in service delivery and cost savings.

Ensuring compliance begins with clear communication of policies and expectations to all team members and stakeholders. I conduct regular audits and training sessions to reinforce our procurement processes, empowering teams to act responsibly. My focus on transparency also helps to foster a culture of accountability.

Effective communication is crucial as a Director. It enables better collaboration with stakeholders and helps address issues before they escalate. I maintain open lines of communication through regular updates and feedback sessions, ensuring that everyone is aligned with our goals and strategies.

I leverage various analytics tools to assess procurement metrics and vendor performance. This includes data visualization software for presenting insights and procurement management systems that allow for real-time reporting and analysis. The choice of tools depends on the specific requirements of the tail spend solution we utilize.

In one instance, I led a strategic sourcing initiative to consolidate our supplier base, which resulted in significant cost reductions and efficiency gains. By renegotiating contracts based on volume, we achieved better pricing and improved service levels, demonstrating how strategic sourcing can drive value for the organization.