1.PROCUREMENT PRACTICE LEADER: The Corporate Procurement and Insurance Manager is accountable for management of the Fund’s purchasing and contracting programmes and staff, catalyzing technical excellence. The incumbent supervises a major purchasing and contracting programme area with responsibility for work planning and organization, supervision of the work of the unit and establishing and monitoring performance management indicators of success The Corporate Procurement and Insurance Manager has primary accountability for developing and harmonizing new policies, regulations, rules, practices and to meet the evolving needs of the Organization in the field; leadership includes formulating the position of the Fund on procurement strategies and policies that best support and enhance the attainment of IFAD’s mandates, goals and objectives.
2. BUSINESS PARTNER: The Corporate Procurement and Insurance Manager’s focus is on strategic planning and outreach, the provision of senior management advice and guidance and technical leadership on the full range of purchasing and contracting policies, regulations and rules. The incumbent provides advice both verbally and in writing to governing body representatives, managers, supervisors and staff on these policies, regulations and rules, and proactively builds a mutual understanding of governing guidelines. The Corporate Procurement and Insurance Manager supports best practices by representing the Fund in inter-agency and international fora, seminars and workshops and sharing innovative solutions to common purchasing and contracting policy issues and concerns, ensuring IFAD’s perspective and client needs are included in evolving policies. The incumbent establishes and maintains open communications with counterparts in other UN and IFI organizations to promote discussions on common policy issues.
3. PROCUREMENT MANAGEMENT: The Corporate Procurement and Insurance Manager provides leadership in the development, interpretation and application of major procurement and contracting policies, regulations and rules, as well as standards and methodologies, and alignment with UN common system values. The team leadership role includes the following: (a) planning, directing and coordinating in the most effective and economic manner the Fund’s procurement programme, establishing schedules and priorities in close cooperation with substantive units; (b) ensuring that goods and services are purchased that meet acceptable standards, assuming responsibility for final preparation and clearance of all contract or procurement actions; (c) conducting, advising and/or directing the necessary planning, solicitation, negotiation, administration, and if necessary, termination of contractual and procurement actions (d) analysing procurement proposals for unusually complex procurement programmes and recommending solutions to complex problems encountered in procurement execution; (e) advising senior management on new approaches and adaptations of existing policies and practices in the implementation of management objectives; (f) reviewing and approving documents and position papers for submission to legislative bodies or the Office of the President and Vice-President on important procurement issues with Fund-wide implications; and (g) exercising delegated authority to approve exceptions, interpreting the Fund’s purchasing and contracting policies with respect to most difficult and complex cases, approving exceptions or variations to those policies and sanctioning rationales for decisions serving as precedents.
4. PROCUREMENT ADVOCATE: The Corporate Procurement and Insurance Manager ensures ADM’s reputation as a value-added, technically competent and reliable service provider as part of the Division’s strategy. Based on expert knowledge of the Fund’s governance structure, mandate, long-term business strategy, organizational dynamics and culture, the incumbent advocates for state-of-the-art procurement policies, procedures and initiatives. The incumbent reaches out to managers, supervisors and staff, listening and responding effectively and efficiently to policy and other issues and problems and builds relationships based on respect and trust. From the perspective of a value for diversity and respect for a multi-cultural client base, the Corporate Procurement and Insurance Manager demonstrates communications skills that serve to promote the Division’s strategy and accountability in the management of IFAD’s procurement programme.
5. AGENT OF CHANGE AND INNOVATION: The Corporate Procurement and Insurance Manager understands and applies the principles of change management and proactively serves as a role model for transformation and capacity for acceptance of change. The incumbent uses information technology to analyze and promote acceptance of new methods of work and effective communication skills to persuade and influence managers, supervisors and staff to adopt change. Going beyond acceptance to change in methods and technology tools the incumbent manages change through consultations with IFAD management and colleagues and outreach to client management, supervisors and staff to establish and maintain collaborative, open and regular communications pertaining to current and planned changes in strategy, policies, regulations and rules. The incumbent explains the scope and ramifications of proposed initiatives, promoting understanding of their purpose and functional advantages.
6. MANAGERIAL FUNCTIONS: The Corporate Procurement and Insurance Manager is accountable for integrity, transparency, and equity in the management of IFAD resources. This includes: (i) People Management through recruitment, performance and career management of staff as well as learning management establishing learning plans and ensuring staff supervised meet their development needs while meeting the needs of IFAD. (ii) Resource Management by providing strategic and data inputs into the divisional budget preparation exercises and execution, development of long-term and annual work plans, and overseeing accountability of material resources assigned to the Division. (iii) Knowledge and Content Management by ensuring (1) procurement knowledge content is continuously updated and available, (2) best practices are continuously identified, documented and distributed and (3) appropriate and up-to-date information and learning tools are available to the Fund’s managers, supervisors and staff. (iv) Information Technology Management through leveraging ERP functionality for improved business results, simplification of transaction and reporting processes and improved client services.