- Geylang Southeast (Singapore) Singapore
Full Time Procurement - Commercial Manager Jobs, Salary up to SGD 8,900 in 786 SPICES BAZAAR PTE. LTD. Southeast (Singapore) - Maukerja
Procurement - Commercial Manager
786 SPICES BAZAAR PTE. LTD.
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JOB DESCRIPTION
Procurement & Commercial Manager
Department:
Procurement & Commercial
Reports To:
General Manager / Managing Director
Direct Reports:
Procurement / Purchasing Team
Industry:
Supermarket / Retail / FMCG
1. JOB PURPOSE
The Procurement & Commercial Manager is responsible for driving the company’s
procurement, supplier management, product assortment, pricing, promotions, and commercial profitability
.
The role is accountable for ensuring that the business consistently has the
right products, at the right quality, at the right price, in the right quantity, and at the right time
, while maximizing gross margin and maintaining healthy inventory levels.
This is a
commercially critical management position
. The successful candidate must balance customer expectations for competitive prices with the company’s need to achieve sustainable margins, efficient inventory turnover, strong supplier terms, and healthy cash flow.
The Procurement & Commercial Manager will work closely with
Management, Store Operations, Finance, Warehouse, Marketing, and Sales
to ensure that procurement and commercial decisions support the overall business strategy.
2. KEY RESPONSIBILITIES
A. PROCUREMENT & SOURCING
Develop and implement the company’s procurement strategy for grocery, FMCG, household, personal care, beverages, and other daily essential products.
Plan purchasing based on sales history, demand forecasts, seasonality, promotional activities, lead times, and inventory levels.
Source products from competitive and reliable suppliers.
Evaluate and appoint suppliers based on
price, quality, reliability, payment terms, delivery capability, product range, and commercial support
.
Ensure continuous availability of key and fast-moving products.
Develop alternative sources for critical products to reduce supply risk.
Review and optimize the supplier base regularly.
Ensure purchasing decisions are commercially justified and aligned with company objectives.
B. SUPPLIER NEGOTIATION & MANAGEMENT
Lead negotiations with suppliers to secure the best overall commercial terms, including:
Purchase prices
Volume discounts
Promotional discounts
Rebates and incentives
Credit/payment terms
Delivery terms
Minimum order quantities
Free goods / bonus quantities
Listing and promotional support
Product returns
Damaged and expired product arrangements
Marketing contributions
New product introduction support
Maintain professional and strategic relationships with key suppliers while continuously challenging the business to obtain better commercial value.
Conduct regular supplier performance reviews and take corrective action where suppliers fail to meet agreed standards.
3. COMMERCIAL & PROFITABILITY MANAGEMENT
The Procurement & Commercial Manager will be responsible for ensuring that procurement decisions contribute directly to company profitability.
Key responsibilities include:
Establish and monitor target gross margins by product/category.
Review purchase costs and selling prices regularly.
Monitor supplier price changes and their impact on margins.
Recommend selling prices based on purchase cost, market pricing, competition, customer sensitivity, and target margins.
Identify opportunities to improve gross margin without negatively affecting sales volume.
Monitor price competitiveness against key competitors.
Identify products that are high-volume but low-margin and develop appropriate commercial strategies.
Identify high-margin products and opportunities to increase sales.
Review commercial performance by category, supplier, brand, and SKU.
Report major margin risks and opportunities to senior management.
The manager must not focus only on achieving the lowest purchase price. The objective is to maximize total commercial value and sustainable profitability.
4. CATEGORY MANAGEMENT
Take ownership of the commercial performance of key product categories.
Responsibilities include:
Review sales and profitability by category.
Determine appropriate product assortment.
Introduce new products based on customer demand and market opportunities.
Remove or replace consistently underperforming products.
Analyze SKU productivity.
Monitor category growth and profitability.
Review brand and supplier performance.
Identify opportunities for private-label or exclusive products where commercially viable.
Ensure the assortment remains relevant to the supermarket’s target customers.
5. PRICING MANAGEMENT
Develop and maintain an effective retail pricing strategy.
Monitor competitor prices on key essential products.
Establish pricing guidelines and recommended selling prices.
Review prices following supplier cost changes.
Ensure price increases are commercially justified.
Protect margins while maintaining competitive pricing.
Identify key-value items where competitive pricing is particularly important to customer perception.
Review pricing discrepancies and margin leakage.
Work with Finance and Store Operations to ensure correct implementation of approved prices.
6. PROMOTIONS & TRADE ACTIVITIES
Plan and manage commercial promotions in cooperation with Marketing and Store Operations.
Negotiate supplier-funded promotions.
Develop promotional plans based on customer demand and sales objectives.
Ensure adequate inventory is secured before promotions.
Negotiate promotional discounts, rebates, and supplier contributions.
Monitor promotional sales performance and profitability.
Conduct post-promotion analysis.
Identify promotions that generate sales but unnecessarily destroy margin.
Ensure promotional activities are commercially sustainable.
7. INVENTORY & WORKING CAPITAL
Maintain the right balance between product availability and inventory investment.
Establish appropriate minimum, maximum, and reorder levels.
Monitor stock coverage and inventory turnover.
Minimize stock-outs of essential products.
Reduce overstock and slow-moving inventory.
Identify and manage dead stock.
Monitor expiry and near-expiry products.
Develop action plans for excess inventory.
Work with Warehouse and Store Operations to improve stock accuracy and replenishment.
Ensure purchasing decisions do not unnecessarily tie up company cash.
Inventory must be treated as working capital, not simply as stock.
8. SALES & DEMAND ANALYSIS
Use commercial and sales data to support procurement decisions.
Regularly analyze:
Sales by SKU
Sales by category
Sales by supplier
Sales volume
Gross margin
Gross profit
Stock turnover
Stock coverage
Lost sales due to stock-outs
Slow-moving products
Promotional performance
Supplier performance
Purchase price trends
Use data to identify opportunities and make proactive procurement decisions rather than relying solely on historical purchasing practices or supplier recommendations.
9. SUPPLIER PERFORMANCE & RISK MANAGEMENT
Establish clear supplier KPIs, including:
On-time delivery
Order fulfillment
Product availability
Product quality
Price competitiveness
Lead time
Credit terms
Returns management
Promotional support
Responsiveness
Develop contingency plans for important products and suppliers.
The manager should proactively identify risks such as:
Supplier dependency
Product shortages
Significant price increases
Poor-quality products
Long lead times
Regulatory issues
Supply interruptions
Unfavorable payment terms
10. CROSS-FUNCTIONAL MANAGEMENT
Work closely with:
Store Operations
To ensure product availability, correct pricing, promotions, and customer satisfaction.
Finance
To manage budgets, margins, supplier payments, rebates, credit terms, and financial performance.
Warehouse
To improve replenishment, stock accuracy, receiving, storage, and inventory turnover.
Marketing
To develop promotions, campaigns, supplier-funded activities, and new product launches.
Senior Management
To provide commercial insights, procurement recommendations, risks, and opportunities.
11. TEAM MANAGEMENT
Lead and manage the procurement/purchasing team.
Set clear individual and departmental KPIs.
Coach and develop team members.
Establish accountability for purchasing decisions.
Improve procurement processes and working practices.
Ensure purchasing activities follow company approval procedures.
Promote ethical procurement practices.
Prevent conflicts of interest and unauthorized supplier arrangements.
12. PROCUREMENT & COMMERCIAL CONTROLS
Ensure that:
All purchases are properly authorized.
Supplier pricing is documented and approved.
Purchase orders are issued according to company procedures.
Supplier agreements are properly recorded.
Rebates and commercial incentives are fully captured.
Supplier invoices are matched against agreed prices and deliveries.
Unauthorized price changes are identified.
Commercial agreements are periodically reviewed.
Procurement activities are transparent and auditable.
13. KEY PERFORMANCE INDICATORS (KPIs)
The Procurement & Commercial Manager will be evaluated against measurable business results, including:
Commercial
Gross margin %
Gross profit
Sales growth
Category profitability
Purchase price savings
Supplier rebates and commercial income
Pricing competitiveness
Procurement
Supplier on-time delivery %
Supplier fulfillment %
Purchase price variance
Procurement savings
Supplier performance score
Supplier payment/credit terms
Inventory
Inventory turnover
Stock days
Stock-out %
Overstock %
Slow-moving inventory
Dead stock
Expired/wasted products
Promotions
Promotional sales growth
Promotional gross margin
Supplier promotional contribution
Promotion ROI
Operational
Purchase order accuracy
Procurement budget adherence
Contract compliance
Invoice/price discrepancy rate
14. DECISION-MAKING EXPECTATIONS
The Procurement & Commercial Manager is expected to make decisions based on
data, profitability, customer demand, market conditions, and business strategy
.
The manager must be willing to challenge:
Supplier pricing
Unnecessary product purchases
Excessive inventory
Poor-performing suppliers
Low-margin products
Ineffective promotions
Uncompetitive pricing
Unprofitable commercial arrangements
The manager should not accept supplier proposals simply because they offer discounts or attractive purchasing terms. Every commercial proposal must be evaluated based on its
total financial impact on the business
.
15. AUTHORITY & ACCOUNTABILITY
Within the company's approved delegation of authority, the Procurement & Commercial Manager will have responsibility for:
Supplier selection and evaluation
Procurement negotiations
Product sourcing
Purchase cost negotiations
Commercial terms
Supplier rebates and incentives
Product assortment recommendations
Pricing recommendations
Promotional recommendations
Inventory purchasing decisions
Supplier performance management
Procurement team performance
Major supplier contracts, exceptional purchases, significant pricing decisions, and commitments outside delegated authority must be escalated to senior management for approval.
16. QUALIFICATIONS & EXPERIENCE
Education
Bachelor’s degree in Procurement, Supply Chain, Business Administration, Commerce, Retail Management, or a related discipline.
Experience
Minimum
5–8 years of relevant experience
in procurement, purchasing, commercial management, FMCG, supermarket, retail, wholesale, or distribution.
At least
2–3 years in a supervisory or managerial position
preferred.
Proven experience in supplier negotiations and commercial management.
Strong experience with FMCG or daily essential products is highly desirable.
Experience managing multiple product categories and high-volume purchasing is preferred.
17. REQUIRED SKILLS & COMPETENCIES
The ideal candidate should have:
Strong commercial judgment
Excellent negotiation skills
Strong analytical and numerical skills
Knowledge of FMCG/retail markets
Strong understanding of gross margin and profitability
Demand forecasting ability
Inventory management knowledge
Supplier relationship management
Pricing and promotion experience
Strong Excel/data-analysis capability
ERP/POS/inventory-system experience
Strong communication skills
Leadership and team-management ability
Problem-solving and decision-making skills
High integrity and ethical standards
Ability to work under pressure and meet deadlines
Procurement & Commercial Manager
Department:
Procurement & Commercial
Reports To:
General Manager / Managing Director
Direct Reports:
Procurement / Purchasing Team
Industry:
Supermarket / Retail / FMCG
1. JOB PURPOSE
The Procurement & Commercial Manager is responsible for driving the company’s
procurement, supplier management, product assortment, pricing, promotions, and commercial profitability
.
The role is accountable for ensuring that the business consistently has the
right products, at the right quality, at the right price, in the right quantity, and at the right time
, while maximizing gross margin and maintaining healthy inventory levels.
This is a
commercially critical management position
. The successful candidate must balance customer expectations for competitive prices with the company’s need to achieve sustainable margins, efficient inventory turnover, strong supplier terms, and healthy cash flow.
The Procurement & Commercial Manager will work closely with
Management, Store Operations, Finance, Warehouse, Marketing, and Sales
to ensure that procurement and commercial decisions support the overall business strategy.
2. KEY RESPONSIBILITIES
A. PROCUREMENT & SOURCING
Develop and implement the company’s procurement strategy for grocery, FMCG, household, personal care, beverages, and other daily essential products.
Plan purchasing based on sales history, demand forecasts, seasonality, promotional activities, lead times, and inventory levels.
Source products from competitive and reliable suppliers.
Evaluate and appoint suppliers based on
price, quality, reliability, payment terms, delivery capability, product range, and commercial support
.
Ensure continuous availability of key and fast-moving products.
Develop alternative sources for critical products to reduce supply risk.
Review and optimize the supplier base regularly.
Ensure purchasing decisions are commercially justified and aligned with company objectives.
B. SUPPLIER NEGOTIATION & MANAGEMENT
Lead negotiations with suppliers to secure the best overall commercial terms, including:
Purchase prices
Volume discounts
Promotional discounts
Rebates and incentives
Credit/payment terms
Delivery terms
Minimum order quantities
Free goods / bonus quantities
Listing and promotional support
Product returns
Damaged and expired product arrangements
Marketing contributions
New product introduction support
Maintain professional and strategic relationships with key suppliers while continuously challenging the business to obtain better commercial value.
Conduct regular supplier performance reviews and take corrective action where suppliers fail to meet agreed standards.
3. COMMERCIAL & PROFITABILITY MANAGEMENT
The Procurement & Commercial Manager will be responsible for ensuring that procurement decisions contribute directly to company profitability.
Key responsibilities include:
Establish and monitor target gross margins by product/category.
Review purchase costs and selling prices regularly.
Monitor supplier price changes and their impact on margins.
Recommend selling prices based on purchase cost, market pricing, competition, customer sensitivity, and target margins.
Identify opportunities to improve gross margin without negatively affecting sales volume.
Monitor price competitiveness against key competitors.
Identify products that are high-volume but low-margin and develop appropriate commercial strategies.
Identify high-margin products and opportunities to increase sales.
Review commercial performance by category, supplier, brand, and SKU.
Report major margin risks and opportunities to senior management.
The manager must not focus only on achieving the lowest purchase price. The objective is to maximize total commercial value and sustainable profitability.
4. CATEGORY MANAGEMENT
Take ownership of the commercial performance of key product categories.
Responsibilities include:
Review sales and profitability by category.
Determine appropriate product assortment.
Introduce new products based on customer demand and market opportunities.
Remove or replace consistently underperforming products.
Analyze SKU productivity.
Monitor category growth and profitability.
Review brand and supplier performance.
Identify opportunities for private-label or exclusive products where commercially viable.
Ensure the assortment remains relevant to the supermarket’s target customers.
5. PRICING MANAGEMENT
Develop and maintain an effective retail pricing strategy.
Monitor competitor prices on key essential products.
Establish pricing guidelines and recommended selling prices.
Review prices following supplier cost changes.
Ensure price increases are commercially justified.
Protect margins while maintaining competitive pricing.
Identify key-value items where competitive pricing is particularly important to customer perception.
Review pricing discrepancies and margin leakage.
Work with Finance and Store Operations to ensure correct implementation of approved prices.
6. PROMOTIONS & TRADE ACTIVITIES
Plan and manage commercial promotions in cooperation with Marketing and Store Operations.
Negotiate supplier-funded promotions.
Develop promotional plans based on customer demand and sales objectives.
Ensure adequate inventory is secured before promotions.
Negotiate promotional discounts, rebates, and supplier contributions.
Monitor promotional sales performance and profitability.
Conduct post-promotion analysis.
Identify promotions that generate sales but unnecessarily destroy margin.
Ensure promotional activities are commercially sustainable.
7. INVENTORY & WORKING CAPITAL
Maintain the right balance between product availability and inventory investment.
Establish appropriate minimum, maximum, and reorder levels.
Monitor stock coverage and inventory turnover.
Minimize stock-outs of essential products.
Reduce overstock and slow-moving inventory.
Identify and manage dead stock.
Monitor expiry and near-expiry products.
Develop action plans for excess inventory.
Work with Warehouse and Store Operations to improve stock accuracy and replenishment.
Ensure purchasing decisions do not unnecessarily tie up company cash.
Inventory must be treated as working capital, not simply as stock.
8. SALES & DEMAND ANALYSIS
Use commercial and sales data to support procurement decisions.
Regularly analyze:
Sales by SKU
Sales by category
Sales by supplier
Sales volume
Gross margin
Gross profit
Stock turnover
Stock coverage
Lost sales due to stock-outs
Slow-moving products
Promotional performance
Supplier performance
Purchase price trends
Use data to identify opportunities and make proactive procurement decisions rather than relying solely on historical purchasing practices or supplier recommendations.
9. SUPPLIER PERFORMANCE & RISK MANAGEMENT
Establish clear supplier KPIs, including:
On-time delivery
Order fulfillment
Product availability
Product quality
Price competitiveness
Lead time
Credit terms
Returns management
Promotional support
Responsiveness
Develop contingency plans for important products and suppliers.
The manager should proactively identify risks such as:
Supplier dependency
Product shortages
Significant price increases
Poor-quality products
Long lead times
Regulatory issues
Supply interruptions
Unfavorable payment terms
10. CROSS-FUNCTIONAL MANAGEMENT
Work closely with:
Store Operations
To ensure product availability, correct pricing, promotions, and customer satisfaction.
Finance
To manage budgets, margins, supplier payments, rebates, credit terms, and financial performance.
Warehouse
To improve replenishment, stock accuracy, receiving, storage, and inventory turnover.
Marketing
To develop promotions, campaigns, supplier-funded activities, and new product launches.
Senior Management
To provide commercial insights, procurement recommendations, risks, and opportunities.
11. TEAM MANAGEMENT
Lead and manage the procurement/purchasing team.
Set clear individual and departmental KPIs.
Coach and develop team members.
Establish accountability for purchasing decisions.
Improve procurement processes and working practices.
Ensure purchasing activities follow company approval procedures.
Promote ethical procurement practices.
Prevent conflicts of interest and unauthorized supplier arrangements.
12. PROCUREMENT & COMMERCIAL CONTROLS
Ensure that:
All purchases are properly authorized.
Supplier pricing is documented and approved.
Purchase orders are issued according to company procedures.
Supplier agreements are properly recorded.
Rebates and commercial incentives are fully captured.
Supplier invoices are matched against agreed prices and deliveries.
Unauthorized price changes are identified.
Commercial agreements are periodically reviewed.
Procurement activities are transparent and auditable.
13. KEY PERFORMANCE INDICATORS (KPIs)
The Procurement & Commercial Manager will be evaluated against measurable business results, including:
Commercial
Gross margin %
Gross profit
Sales growth
Category profitability
Purchase price savings
Supplier rebates and commercial income
Pricing competitiveness
Procurement
Supplier on-time delivery %
Supplier fulfillment %
Purchase price variance
Procurement savings
Supplier performance score
Supplier payment/credit terms
Inventory
Inventory turnover
Stock days
Stock-out %
Overstock %
Slow-moving inventory
Dead stock
Expired/wasted products
Promotions
Promotional sales growth
Promotional gross margin
Supplier promotional contribution
Promotion ROI
Operational
Purchase order accuracy
Procurement budget adherence
Contract compliance
Invoice/price discrepancy rate
14. DECISION-MAKING EXPECTATIONS
The Procurement & Commercial Manager is expected to make decisions based on
data, profitability, customer demand, market conditions, and business strategy
.
The manager must be willing to challenge:
Supplier pricing
Unnecessary product purchases
Excessive inventory
Poor-performing suppliers
Low-margin products
Ineffective promotions
Uncompetitive pricing
Unprofitable commercial arrangements
The manager should not accept supplier proposals simply because they offer discounts or attractive purchasing terms. Every commercial proposal must be evaluated based on its
total financial impact on the business
.
15. AUTHORITY & ACCOUNTABILITY
Within the company's approved delegation of authority, the Procurement & Commercial Manager will have responsibility for:
Supplier selection and evaluation
Procurement negotiations
Product sourcing
Purchase cost negotiations
Commercial terms
Supplier rebates and incentives
Product assortment recommendations
Pricing recommendations
Promotional recommendations
Inventory purchasing decisions
Supplier performance management
Procurement team performance
Major supplier contracts, exceptional purchases, significant pricing decisions, and commitments outside delegated authority must be escalated to senior management for approval.
16. QUALIFICATIONS & EXPERIENCE
Education
Bachelor’s degree in Procurement, Supply Chain, Business Administration, Commerce, Retail Management, or a related discipline.
Experience
Minimum
5–8 years of relevant experience
in procurement, purchasing, commercial management, FMCG, supermarket, retail, wholesale, or distribution.
At least
2–3 years in a supervisory or managerial position
preferred.
Proven experience in supplier negotiations and commercial management.
Strong experience with FMCG or daily essential products is highly desirable.
Experience managing multiple product categories and high-volume purchasing is preferred.
17. REQUIRED SKILLS & COMPETENCIES
The ideal candidate should have:
Strong commercial judgment
Excellent negotiation skills
Strong analytical and numerical skills
Knowledge of FMCG/retail markets
Strong understanding of gross margin and profitability
Demand forecasting ability
Inventory management knowledge
Supplier relationship management
Pricing and promotion experience
Strong Excel/data-analysis capability
ERP/POS/inventory-system experience
Strong communication skills
Leadership and team-management ability
Problem-solving and decision-making skills
High integrity and ethical standards
Ability to work under pressure and meet deadlines
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