Ref: SP101-30

Job description / Role

Employment: Full Time


The philosophy is to complete, together with the Purchasing Director, the procurement of food and non-food products at the best possible quality and price, and provide support to Hotels in order to optimise the organisation’s financial performance and customer satisfaction.

The purchasing manager will search for, source and select the most appropriate products, and which are best suited to what the organisation wishes to offer the customer. The type of product will initially be determined by the Executive Director in charge of Production Staff.

He will procure product(s) and agree on the purchasing terms and prices with the supplier; these will be set out in an agreement signed by the parties.


The Standard is the price set by the Purchasing Director. It is the price that a consumer pays for an article he/she purchases. The price in question will not vary during the budget year, regardless of the end price agreed between the Supplier and

• The rationale behind the standard price is twofold:
• Enable the customer to manage its results, given that any deviation that occurs will never be due to price, but to actual management.
• Enable the Purchasing Department to assess its management of procurement.
• The standard price will be set prior to procurement and before the start of the year:
• The standard price will be set within the framework of the price increases established by the organisation (or, in other words, the maximum price variation over the price of the previous year), and take good account of the objective reality of the market.
• Procurement standards may be affected by trends in procurement itself and the standard price.
• Any variations in the price of an article throughout the year, whether due to stock-outs, a change of supplier or failure to observe the agreed price, will be borne by the standard (or, in other words, the Purchasing Department).
• The codes of standard products will be the same as the procurement codes. These codes will be determined by different fields, the Family (first 3 digits) and Article (next 3 digits).
• The code will remain the same throughout an article’s history, even if the supplier is changed, in order to be able to obtain historic consumption data and the weight the article carries within actual management.
• A standard article may be assigned to one or more hotels and, in turn, to one or more sections of the hotel.

Management Control
• Monthly analysis of standard deviations. Families and/or articles, Area by Area.
• The analysis will be based on the results report for the standard deviation centre.
• The deviation that appears in the aforementioned report will be the difference between the standard price set and the actual purchasing price. This deviation should thus be compared with the one that appears in the procurement study. Therefore, the subsequent work plan will take account of the following:
For deviations in articles:
• If the deviation is negative, it means we paid a higher price than the goal set by the company.
• If a negative deviation by a standard deviation centre is higher than that set out in the procurement study, it means that there were price variations after the initial agreement.
For deviations by family or overall Area:
• In this case, account should be taken of consumption of the articles that varied with respect to those set out in the standard study.
• That is to say, if consumption of an article of a standard centre shows losses and at the same time consumption is significantly higher than that set out in the standard study, this will have a negative and marked impact on the standard and the cause will have to be analysed.

Proposals for action in the event of deviations:
• When consumption of articles that show losses increases, ask the hotel why it has increased over the previous year (changes in schedules, breaches of schedules, etc.).
• In particular, bear in mind that if a department erroneously sets the standard price lower than it should, the hotel can “abuse” this situation and increase consumption of the article, thereby incurring higher costs to the company, even if this does not occur with the management fees.
• If, after reviewing all deviations, no cause can be found, we should assess consumption increases and decreases with respect to those defined in the study, given that significant variations in the consumption variable can give rise to an overall loss, even if this does not occur with the article, due to the weighting of the difference in units consumed.
• We should check whether the prices - both standard and agreed by contract - activated in the relevant system are correct.
• Monitor Direct Purchases.
• When there is a significant but unexplained drop in consumption, check whether direct purchases were made.
• The Purchasing Department is responsible for:
- Monitoring collection of volume discounts.
- Monitoring CREDITS for stock-outs (notified to the supplier as soon as the stock-out occurs).

• The codes of standard products will be the same as the procurement codes.
• These codes will be determined by different fields, the Family (first 3 digits) and Article (next 3 digits). The code will remain the same throughout an article’s history, even if the supplier is changed, in order to be able to obtain historic consumption data and the weight the article carries within actual management, thus enabling optimal management of procurement.

- Request suppliers for quotes
- Make comparisons
- Liaison and pre-negotiation with suppliers
- Comparison with alternative suppliers

• NB: before procuring a new product or maintaining an existing one but changing BRAND, THE PRODUCT MUST BE TESTED (quality, performance, etc.) before purchasing it, unless it is to solve a predicament for a limited period.
• Portfolio of alternative suppliers.
• The success of good procurement depends primarily on the quality of our portfolio of alternative suppliers. This is the only way to strengthen our position in complex negotiations over price or quality.
• The portfolio of alternative suppliers should be built up during periods of “low workloads” and it should be an ongoing process. Alternative suppliers will be selected for their:
• Solvency, reliability and reputation, references, etc.
• Special care will be taken not to “abuse” an alternative supplier or we could lose credibility (we are abusing a supplier, for instance, if we repeatedly ask them for prices for comparison purposes but do not buy from them).
• We make it a priority to find alternatives for articles or suppliers that are risky.
• An alternative supplier could be a supplier that we are currently working with, but for articles not covered by an agreement, and which, for strategic reasons, we are using another supplier.

Maintenance contracts
• Maintenance contracts shall be drafted with the approval of the Purchasing Director. Unlike with “Purchasing”, each maintenance contract will be comprised of enacting terms and specific coverage in relation to the service.
• Request a quote.
• Management of incidents during the performance of contracts, using the same criteria as for purchasing.
• Supervision and translation of contracts.

Administrative Procedures
• Standard Study
• This is the study done in order to set standard prices explained in aforementioned section for all contracted articles
• This study has to be done before the end of each year in order to set the standard prices of the following year. Deadline to submit the study will be communicated by the Director of Purchasing.

Procurement Study
• Procurement study will be done in order to renew the supplier contracts.
• Consumptions reported during a predetermined period should be analysed first in order to make consumption estimates for the next contractual year.
• All calculated estimates should then be uploaded to the extranet and create a tender.
• Suppliers are enabled to log into this online platform which will allow them view the tender and submit their proposals before a set deadline. Once all the proposals are received, procurement study needs to be carried out with the aim of contracting the best quality and price.

• Database consists of all information regarding the contracted items such as contract number, product code, product description, supplier name, contracted format, contracted price, contracted brand, validity of the contract, etc.
• All changes that takes place during the contractual year should be updated on the database and it should be up-to-date at any given time.

• Drafting of contracts
• Activation of contracts (and/or articles) in the system
• Inactivation of contracts (and/or articles)
• Notify Administration of activation of suppliers Audits

• Ensure the performance of supplier contracts and ensure that the Hotel’s receipt system is working correctly:
• Random check of goods on receipt. For this purpose, it will be necessary to know the delivery dates of goods by suppliers that are to be checked (these will change each time).
• An annual schedule will be drawn up for the inspection of goods on receipt in order to ensure that each supplier is checked every quarter.
• When the supplier arrives, watch what the recipient does. If the procedure is appropriate, do not do anything; to the contrary:
• If the fault is serious (example: delivery receipt not completed, delivery of a product not under contract: e.g., brand), the delivery process will be suspended temporary and the recipient asked why they are accepting the goods in this condition (so that the event can be recorded; otherwise the recipient might refuse to recognise the non-compliance).

• If the fault is less serious, such as soiled goods, torn packaging, etc., take note of the non-compliance.
• If the delivery was not correct, prepare a report on the delivery, providing the name of the supplier, delivery time, a brief description of the incident(s) and including a copy of the order and delivery forms.
• It is very important to keep the order that was placed with the supplier (the fax or email record should be included) in order to ascertain whether the problem began with the placement of the order (made by phone, on paper, outside the deadline stipulated in the contract, etc.).
• When going to a Hotel to inspect a delivery, use this opportunity to perform a random check of articles in the hotel storeroom. Use Annex I and the Supplier(s) Annex. This check should provide us with an indication of compliance by the supplier when the receipt of goods is not being monitored.
• By way of example, sometimes packaging must be opened in order to check the product; e.g., toilet roll (if the contract is for 30m, measure to see if is 30m), if 150m of cling film was ordered for the kitchen, the length should be checked, etc.

Management of incidents
• Manage Hotel and/or supplier incidents in relation to orders, deliveries, quantities, brands, etc.
• Incidents should be managed and resolved in a timely manner, whether in connection with the same supplier or an alternative one.
• Ensure that the hotel records all incidents and does so correctly. (First complain to the Hotel and if the incident is not resolved, open a record).
• The only department that can close an incident is Purchasing.

Incidents involving stock-outs:
• We must find an immediate alternative, whatever the price, taking care to ensure that the alternative product is of a similar quality.
• The price difference will always be borne by Purchasing.
• The price difference will be charged, for the duration of the stock-out, when so stipulated in the contract. The supplier and the administration department will be notified.

• Keep a reliable record that is useful for monitoring the supplier and supporting the Hotel.
• This record will be useful for procurement purposes, for notifying the supplier of areas for improvement or of the risk of losing the RIU contract and as a tool for negotiating prices.


The person responsible for ensuring compliance with the terms is the user or customer (Hotel).

Candidate Attributes
• Honesty,
• Self-esteem,
• Self-motivation,
• Self-driven,
• Self-discipline,
• Self-taught,
• Self-critical,
• Leader,
• Modesty,
• Entrepreneur,
• Innovator,
• Organised,
• Dedicated,
• Desire to excel,
• Capable of anticipating situations,
• Good negotiator,
• Identifies with the company’s goals and policies.
• Methodical.

About the Company

A joint venture between Nakheel and Spain's RIU Hotels & Resorts, RIU Dubai located at Deira Islands, is the emirate's first four-star, 24-hour all-inclusive beachfront resort.

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