Juniper networks sourcing

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Similar Job Titles:. Search Job Openings. Global Sourcing Manager. Creative Alignments - Tracy , CA. Across our organization, we are a workplace where collaboration is The NPI Sourcing managers will be handling technical sourcing, supplier relationship management Support materials team on supply chain localization of sustaining products.

Minimum Qualifications Performs forecasting, target setting, budgeting, procurement, bill pay, data management, and Resume-Library - 12 days ago. Manager, Sourcing and Packaging Development. Research and evaluate new materials with an emphasis on sustainability while keeping a pulse on Account Executive, Sourcing. Tag - Thousand Oaks , CA.

We are a leading creative production and sourcing Strategic Sourcing Analyst Hybrid Opportunity. Smithfield Foods - Suffolk , VA. What does a Sustainable Sourcing Manager do? Submit Other Responsibilities. Juniper Networks, Inc. The company offers various routing products, such as ACX series universal access routers to deploy new high-bandwidth services; MX series Ethernet routers that functions as a universal edge platform; PTX series packet transport routers; cloud customer premises equipment; and NorthStar controllers.

It also provides switching products, including EX series Ethernet switches to address the access, aggregation, and core layer switching requirements of micro branch, branch office, and campus and data center Are you an HR manager or compensation specialist?

Learn about. Level of Education. Browse by Education Level. That was a big change from the old Oracle system, which only a minority of staff were able to access:.

At Juniper only one-eighth of the people were allowed to access the old procurement system, because it was so hard to use, of course. You couldn't train everybody, so around 1,, 1, could access it. But our vision in procure-to-pay was, everyone had to have the ability to see it because we're trying to guide them to preferred suppliers. A second plank was that Hearn's team would focus its attention on the larger-value purchases. In a presentation at Coupa's conference about the Juniper roll-out , Hearn explained his thinking behind this switch from traditional PO administration to more of a contract management role:.

The opportunity for supplier leverage on smaller contracts is low. I even cut out my buyers from looking at it. But his plan to let every employee access the procurement system met resistance from the CFO. Once again, Hearn had to defend his plan and explain the thinking behind it:. She called me, and she said, 'What's this I hear, you are going to give access to the procurement system to 9, employees?

That's crazy, they are going to spend more. There was one more obstacle to overcome. The team was imposing a single, cloud-based, digital system across a global organization in which various countries had their own way of doing things, in many cases based on longstanding paper-based processes.

Over eight months starting in mid, the Coupa software was rolled out to 37 countries across Juniper's global operations, each country in turn going live overnight. Seven remaining countries in south-east Asia were postponed until later in for fear that the move to an all-digital system would be especially fraught in countries known for their fierce attachment to paperwork. Hearn's team prepared the ground by creating short 'how-to' YouTube videos and making sure that staff knew what to expect.

In the event, all went smoothly, says Hearn. We rolled it out to 44 countries and the only call I got was from China, who said you had to take a PO with the government stamp. None of the other countries had a problem. We did it and only China called. Having delivered what he set out to achieve, Hearn left Juniper to become an independent consultant to chief procurement officers on moving to strategic sourcing. In April he also became a member of Coupa's executive advisory board.

Hearn believes enterprises must move away from the old model of indirect procurement being a purely administrative function. He evangelizes a more strategic role that focuses on the business outcomes procurement teams can help deliver.

We're no longer seeing the procurement group being purely transactional, being the compliance police. It is OK to develop a relationship with your supplier that helps you get work done and helps the supplier be a benefit to your company. Suppliers are an extension of your supplier chain and value delivery. When it's purely transactional, you're suboptimalizing your supply chain. I first heard Juniper's story when Hearn spoke about the project at Coupa's annual conference in May last year.

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