Job Description :
PURPOSE OF THE ROLEThe BTO Leader is responsible for end-to-end delivery of successful supply chain solutions for new GWS APAC clients. In our FM delivery model, a significant portion of work is subcontracted, including janitorial services, landscaping and snow removal, food services and catering, waste removal, and others. These subcontracted services are a core part of our proposition, and the BTO Leader role is accountable across three critical stages of engagement:
- Creating winning, bespoke proposals that leverage the best of CBRE’s supply chain and category management expertise;
- Developing achievable yet competitive financial and service commitments, and owning the plan to meet them;
- Smoothly transitioning client accounts into a new supply chain and positioning the go-forward operations team for success
SCOPE OF THE ROLE- Bid support for all new client business development and client expansions for Enterprise Accounts within APAC
- Leadership of supply chain activities for client transitions including strategy, project plan, resources, and all associated deliverables
- Management of temporary internal/external resources needed to execute client transitions
PRINCIPAL DUTIES- Creating winning, bespoke proposals that leverage the best of CBRE’s supply chain and category management practice
- Review client RFPs including spend, scope, and SLA information
- Work to understand client objectives and CBRE differentiators within the competitive environment
- Bring forth the most applicable and compelling aspects of GWS SCM programs
- Collaborate to develop a comprehensive supply chain strategy for the client, including sourced categories, category strategies, savings commitments, service improvement ideas, and transition/implementation plan
- Vet plans and proposals with operational, sales, transition, and commercial leaders
- Work within CBRE proprietary pricing processes and tools
- Communicate the supply chain solution in a compelling manner via written proposal materials, Q&A responses, and presentations
- Developing achievable yet competitive financial and service commitments, and a workable plan to meet them
- As GWS moves through the sales process, incorporate additional information to refine plans
- Work with strategic suppliers and vendor partners to solidify their cost and quality commitments
- Support GWS negotiating team in contract scope reviews, KPI finalization, and commercial negotiations
- Refine and improve the transition plan
- Work to pre-identify required resources; mitigate transition risk
- Smoothly transitioning client accounts into a new supply chain, positioning the go-forward operations team for success
- Own inputs of critical steps, timing, and resource requirements into the overall account transition plan
- Participate fully in the transition governance and START process
- Own critical aspects of the 90-180 day transition:
- Vendor on-boarding
- New supply chain set-up and implementation
- Recruiting and hiring account-dedicated sourcing team
- Critical RFPs and decision-making
- Implementation of contract administration technology
- Year 1 Savings Road Map for sourced spend areas
- Day One stabilization and risk mitigation
- Manage platform and variable (consultant) staff brought in to support peak transition workload
- Hand-off to the dedicated team
- Multi-year savings plan
- Identification of risks and opportunities
- Training (as needed)
- Ongoing involvement (as needed) for account success