Product Management Leader - Locomotive/Automobile/Rail

Designation : Product Management Leader

Reports to : Managing Director

Individual Contributor role

Mission & Ownership

- Is responsible for the adequation of the Products with the current & anticipated market needs and their readiness (time-to-market)

- Is responsible for the competitiveness of the Products (costs, performance, reliability)

- Is responsible for the use/re-use in bids and projects

- Owns the Product Management processes and its continuous improvement plan

- Is responsible for the costing of the Product catalogue

- Responsible of capturing the current and anticipated market needs to ensure readiness and adequation of the Products with the market expectations

- Steer the market and competition assessment

- Benchmark of competitors' Products

- Get customers' needs and market trends (from MKG & Sales)

- Define State of the art market values for maintenance, overhaul, LCC, RAMS

- Participate regular customers visit to present product roadmap and innovations to get feedback

- Define R&D roadmaps and manage budget allocation (go/no go power on budget allocation) of its Products over their lifetime

Responsible of the Products competitiveness -

- Steers the competitiveness of its Product(s), including: LCC, RAMS, engineering, manufacturing, methods, suppliers

- Be responsible of product performance, costs (BOM cost and number of manufacturing hours) and schedule of delivery (time-to-market)

- Manage the Product ILS, life cycle costs, obsolescence strategy

- Lead the Product improvement plan of his Product(s) (cost, quality, safety & sustainability) - and feedback to on-going Projects in their MIP (Margin Improvement Plan)

- Ensure REX from OE & Services (from Bid, Projects, Field Services and aftermarket) is considered into the Products

- Support and validate (go/no go power) ToP (Transfer of Production) and ToT (Transfer of Technology),

- Identify opportunities for ToP (transfer of production) and ToT ( transfer of technology) supported by business case

- Monitor of the costs (TMC and NRC) of the Products (including monitoring of the BOM costs and number of manufacturing hours = TMC)

- Support the bids process

- Work with the sales team to arrive at the target based on the winning price

- Drive cost workshop with the CFT (Engineering, sourcing, Methods) to achieve the target price

- Validate and challenge all the cost commitment from the CFT

- Own the cost as bid and as sold. Ensure that there is no degradation at any stage (enquiry to execution)

- Drive the sourcing team to get back to back contractual agreement with the suppliers in terms of warranty, price escalation and other reliability requirement

- Ensure that the TMC is released within 3-4 weeks from the date of receipt of the RFQ from the CAR builder so that we meet the objective of submission of the techno-commercial offer within 5-6 weeks which is required to secure good Customer Satisfaction score

- Use/re-use in bids and projects

- Supports to Sales and pre-Sales during the business development and bid phase

- Assists sales & marketing team (or PLD or KAM) in the promotion of products

- Ensures standard products are used in tenders and projects (go/no go during bid & projects gate)

- Responsible for the costing of the Product catalogue

- Development of a costing process and workflow

- Define the way how to weight the components and modules out of the catalogue with dedicated information for Direct Material Cost (DMC) as well as with assembly hours and preferred manufacturing sites.

- Co-Development of product catalogue

- Contribution to Development and Maintenance of the Product Catalogue together with Engineering Product Managers from the involved sites.

- Define the Products strategy, with the development roadmap and the business plan for Products (incl. Services life)

- Define the Product Line's Product portfolio strategy, the products market introduction strategy, the Products roadmaps

- Make the business plan (sales and costs), defining the 5 years product roadmap, including definition of the investments (not only engineering)

- Define the Products, and own their functional specifications (= Product requirements)

- Define and own the functional specifications of the Products (Product requirements) both OE & CS - to ensure maximising after-market benefits (extra services, product captivity, obsolescence

- Do the Consolidation and rationalization of the technical functional needs of internal clients and external clients (specifications) including regulation requirements (e.g. BAA)

- Prioritize technical functional needs (depending on sales and marketing inputs, cost, time criticality, limited budget)

- Ensure that the full product documentation is managed

- Own the Products development

- Monitor the progress of the new developments and ensure right involvement of all departments

- Be entitled to stop the Product development in case of change in market conditions or failure in the development to achieve the requested performances

- Ensure that the Products Maintenance is managed

- Manage the Product standard configurations all along Product Life (incl. variations management)

- Manage obsolescence

- Improve product documentation

- CIP (Continuous improvement plan)

- Define the value proposition story

- Launch the product configurator for the end customer

- Create library of cost for the standard products for the bid team with the validity of one year. This will ensure that the team (sourcing, product & bid team) is working more efficiently

- Drive Design to cost workshop with the CFT

- VAVE workshop with the suppliers and the CFT

- Gain commitment on improvement plan (reduction in cost) from sourcing & methods on account of productivity from volume gain (Repeat/maximize carryover)

- Increase local content. Create a clear road map and lead the initiative by collaborating and working with the global & local team and ensure closure to meet the business needs. This includes working on the business case and converting it into a winning case meeting the market requirement and well accepted by the management

- Create a road map for digitalization (Catalogue, configurator, library, TMC package etc) to meet the business needs and lead all initiatives till closure

- To keep abreast with the new/changing technologies and feedback the information to the CFT for improvement

Key KPI:

- Economic performance

- Product related BOM cost evolution over years

- Product related nbr of manufacturing hours evolution over years

- Time-to-market of the Product

- Use rate of catalogue solutions

- Product performance and attractiveness

- Quality (Number of non-conformities per year)

- Use rate of catalogue solutions

- Percentage of order won vs budget integrating the std product