Designation: GM Procurement | Pan-India Procurement Leadership

The GM – Procurement is the single national leader of Flipspaces' entire procurement function — responsible for

building, leading, and delivering a high-performance sourcing engine across all cities and project verticals. This role

is not about managing purchases; it is about building procurement as a strategic, margin-protecting function that

gives Flipspaces a structural cost and quality advantage on every project it delivers.

You will own the full procurement lifecycle — vendor development, rate contracts, category strategy, team

capability, process standardisation, and technology adoption — and be directly accountable for procurement cost

targets, delivery performance, and quality compliance across Mumbai, Bangalore, Delhi NCR, Hyderabad, Pune,

and new city expansions.

Roles and Responsibilities:

A. National Procurement Strategy & Leadership

- Define and own Flipspaces' pan-India procurement strategy — covering vendor development, category

management, rate contracting, cost benchmarking, and procurement technology.

- Lead and develop the procurement teams across all cities — set clear KPIs, conduct performance reviews,

build capability, and build a bench of strong procurement talent for future growth.

- Establish procurement as a strategic function — move the organisation from reactive, project-by-project

sourcing to proactive, category-led, rate-contracted procurement.

- Own procurement P&L; accountability — set and deliver annual cost saving targets by category and city;

report procurement performance to the VP Ops Excellence and leadership team monthly.

- Drive alignment between procurement strategy and the overall business plan — current city launches, project

scale-up, enterprise vertical growth, and technology roadmap.

- Act as the final escalation point for all pan-India procurement issues — vendor disputes, supply disruptions,

material non-availability, and commercial disagreements.

B. Vendor Development & Strategic Sourcing

- Build and manage a pan-India vendor master — empanelled, categorised, and evaluated vendors across all

material and subcontractor categories in every city where Flipspaces operates.

- Lead strategic sourcing initiatives — identify, evaluate, and onboard new vendors that improve quality,

reduce cost, or improve supply reliability across key categories.

- Develop and own the vendor empanelment framework — define minimum criteria for financial health,

quality standards, compliance, and capacity before any vendor is approved for live projects.

- Build deep, long-term relationships with Tier-1 vendors across civil, MEP, furniture, finishes, and specialised

subcontractor categories — converting transactional relationships into strategic partnerships.

- Drive annual vendor performance reviews — assess delivery adherence, quality compliance, pricing, and

responsiveness; use results to rationalise the vendor panel and reward top performers with volume

commitments.

- Identify and develop local vendor networks in each new city Flipspaces expands into — ensuring

procurement readiness before the first project mobilises.

C. Rate Contracts & Commercial Management

- Own and drive annual rate contract negotiations with top vendors across all categories — move from

project-by-project negotiation to 12-month frame agreements that deliver committed pricing, lead times,

and priority allocation in exchange for volume commitment.





- Build and maintain a dynamic rate benchmarking database by city, category, and material grade — updated

quarterly; used to validate every vendor quote and flag outliers before orders are placed.

- Negotiate commercial terms that protect Flipspaces' margins — payment schedules, advance requirements,

penalty clauses, retention structures, and price escalation mechanisms.

- Ensure all rate contracts are formally documented, legally reviewed, and compliant with company approval

authority — zero verbal agreements at a category or annual value threshold.

- Track rate contract performance — monitor actual procurement prices vs contracted rates; identify leakage

and close gaps within the procurement cycle.

D. Category Management

- Own category strategy across all major procurement categories — civil materials, MEP (electrical, HVAC,

plumbing, fire-fighting), furniture & fixtures, flooring, ceiling, glazing, joinery, loose furniture, and branded

finishes.

- Develop category-specific sourcing strategies — make vs buy decisions, preferred vendor lists, alternative

material options, and import vs domestic sourcing trade-offs.

- Build category knowledge within the procurement team — ensure each city team has a trained procurement

lead with deep expertise in the categories they manage most.

- Drive value engineering initiatives — work with the design and project teams to identify material

alternatives that reduce cost without compromising design intent or quality.

- Monitor market trends in key material categories — commodity price movements, supply chain disruptions,

import duty changes, and new product innovations — and proactively brief the design and ops teams on

implications.

E. Process Standardisation & Digitisation

- Define, document, and enforce the end-to-end procurement SOP across all cities — from purchase

requisition and vendor selection to PO issuance, GRN, invoice matching, and payment processing.

- Drive full digitisation of the procurement process — BOQ-linked purchase requisitions, digital POs,

automated GRN matching, 3-way invoice reconciliation, and vendor performance dashboards.

- Own the implementation of Flipspaces' procurement technology platform — ensure all city teams are fully

adopted and all transactions run through the system, not through email and WhatsApp.

- Build and publish monthly procurement MIS — covering spend by category and city, savings delivered vs

target, vendor performance, PO cycle times, and open payables — for VP and CFO review.

- Ensure all procurement activity is auditable — POs raised with proper documentation, GRNs logged,

approvals on record, and payment releases tied to 3-way match completion.

F. Quality & Compliance

- Ensure all materials procured comply with project specifications, BOQ, and approved sample — work closely

with the QC and project teams to define material approval protocols and enforce them.

- Drive goods-receipt inspection standards — define what gets inspected, at what frequency, and by whom;

ensure rejections are logged and vendor scorecard is updated.





- Manage procurement risk — identify and mitigate supply chain risks including single-source dependency,

vendor financial distress, long-lead import items, and price volatility.

- Ensure all vendors comply with Flipspaces' statutory and compliance requirements — GST registration,

labour law compliance, insurance, and sub-vendor accountability.

- Work with the finance team to ensure vendor payment terms, advance structures, and retention policies are

standardised and enforced uniformly across all cities.

WHAT MAKES THIS ROLE HARD:

- You are building a national procurement function in a company that has largely operated on local, ad-hoc

sourcing — the shift from reactive purchasing to strategic procurement is a change management challenge

as much as a technical one.

- Negotiating rate contracts requires volume commitments that the business may not always deliver —

managing vendor expectations when project pipelines shift is a constant diplomatic challenge.

- Procurement decisions affect margin, quality, and timeline simultaneously — trade-offs between the three

are a daily reality, and the right answer is never obvious without strong data and judgement.

- Leading a distributed team across 5–6 cities without being physically present means culture, standards, and

accountability must be built into systems and cadences, not managed by proximity.

- Material markets in India are opaque and volatile — building a reliable benchmarking database and keeping

it current requires persistent effort that slows down when the team is under execution pressure.

- Getting design and project teams to follow procurement protocols — using the approved vendor list,

completing material approvals before ordering, and raising PRs before POs — is a structural culture change

that faces resistance every day.

DESIRED CANDIDATE PROFILE:

- 14–20 years in procurement leadership — with at least 4–5 years in a national or multi-city procurement

head role, ideally in commercial interiors, construction, real estate, or a project-based manufacturing

business.

- Deep expertise in strategic sourcing, vendor development, rate contract negotiation, and category

management across construction and interior material categories.

- Strong commercial acumen — able to read a contract, model a cost-saving scenario, and hold a firm

commercial negotiation with a senior vendor representative.

- Proven track record of delivering measurable cost savings through structured procurement initiatives — not

just managing purchasing activity.

- Demonstrated ability to build, lead, and develop high-performing procurement teams across geographies.

- Comfortable with procurement technology — ERP/PM platform adoption, digital PO workflows, and data-

driven procurement reporting.

- Degree in Engineering, Supply Chain Management, Business Administration, or a related field. MBA or

CPSM / CIPS certification is an advantage.

KEY SKILLS:

- National procurement strategy & team leadership • Vendor development & empanelment • Rate contract

negotiation

- Category management (civil, MEP, furniture, finishes) • Strategic sourcing & market intelligence
- Procurement process standardisation & SOP development • Digital procurement & platform adoption
- Cost benchmarking & savings delivery • Value engineering • Vendor performance management
- Procurement MIS & analytics • Risk management & compliance • Cross-functional stakeholder

management

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