Position description
Title:
Senior Procurement Manager
Group:
Highways & Network Operations (HNO)
Location:
National Office
Reports to:
Manager Project Services
Date:
October 2013
Position context
The creation of the NZ Transport Agency (NZTA) on 1 August 2008 was part of a significant set of
transport sector-wide changes undertaken by the New Zealand government. The changes included a
new transport planning and funding process to streamline planning approvals and reduce activity
‘churn’, and the establishment of closer working relationships between transport sector agencies and
regional communities.
The NZTA has been established to:

deliver an affordable, integrated, safe, responsive and sustainable land transport system;

assist New Zealand’s economic development in all its activities;

assist safety and personal security;

improve access and mobility;

protect and promote public health; and

ensure environmental sustainability.
The Highways and Network Operations Group (HNO), one of six business groups within the NZTA,
contributes to optimising the wider transport network by planning, operating, protecting, maintaining
and improving the state highway network. State highways perform a vital national, inter-regional and
regional role in the transport network. State highways carry buses, trucks, cars, motorcyclists, walkers
and cyclists and connect cities, towns, ports and tourist destinations. The HNO customer base is
extensive and the group operates adjacent to communities and traverses sensitive and important
parts of New Zealand.
Purpose of position
The Senior Procurement Manager is responsible for assisting in the effective implementation of NZTA’s
procurement procedures, their consistent application through all of NZTA and the provision of expert
procurement advice, with a particular focus on the Capital Improvement projects.
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Key accountabilities
Leadership

Models effective leadership to ensure the NZTA values, behaviours and objectives, and supports
an integrated, collaborative work environment that enables staff to deliver high performance and
quality service

Fosters an organisational culture based on high quality, innovation, responsiveness, listening and
communication

Ensures the NZTA meets its collegial obligations and contributes to the collective interest in public
administration by providing visionary and co-operative leadership; establishes and maintains
professional relationships with providers of land transport services, local and central government
transport sector agencies, other State agencies, the private sector, interest groups, the public and
international transport agencies and peers as appropriate

Scopes, identifies and delivers coaching, training and development to ensure the NZTA builds and
maintains the right level of internal capability across the areas of expertise required in this team.
Procurement, advice, support and services
They shall provide strategic oversight to procurement processes and will be involved in the
development and improvement of procurement related policy.
They will provide inputs to ensure the timely provision of advice and live support for all key projects or
high risk procurement activities within HNO to ensure the successful engagement of suppliers. They
will be a key part of the centre of excellence in procurement within HNO, and as such will be expected
to provide best practice advice and a trouble shooting service as and when required to support
procurement across the division.
State Highway Plan

As an expert in NZTA’s procurement processes and an experienced and competent tender evaluator,
advocate better tendering procedures to optimally deliver on the expectations of the State Highway
Plan.

Develop, maintain and champion NZTA’s procurement documentation and procedures manuals to
ensure NZTA’s processes and procedures keep pace with best practice through consultation and
communication with key suppliers and stakeholders.
Value enhancing design and construction excellence

Oversee the consistent application of procurement methods throughout the country and assist the
regions with the best implementation of procurement models.

Provide expert procurement advice and support and maintain a best practice centre of excellence.
Health and safety

Takes an active involvement in health and safety

Ensures all hazards are identified and controlled
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
Actively encourages and supports local work place safety management practices.
Self development

Takes responsibility for personal development and continually develops own professional
expertise.
Core behaviours
The NZTA is committed to an environment of trust and respect through open, honest communication.
All employees are encouraged to involve and support each other, and to be respectful of each other’s
views. Good employees behave with integrity and professionalism in everything they do and they seek
continuous improvement. Acknowledging achievement and contribution is key to creating and
sustaining this type of culture. The NZTA values sustainable and safe transport, and all employees are
encouraged to demonstrate this in their day-to-day activities. High priority is placed on ensuring safety
in the workplace and each of us is responsible for maintaining a safe and healthy working
environment for ourselves and others.
Dimensions
Financial: TBA
Staff: no direct reports
Key relationships
Internal

Manager Project Services

Procurement Team Leader (Maintenance and Operations)

Procurement staff

NZTA managers and staff
External

Government Departments / Agencies

Suppliers

Local Authorities

Contractors and Consultants
Person specification
Education and training
A relevant tertiary qualification in Engineering (typically BE) or other technical discipline is highly
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desirable.
Professional Registration / Membership of a NZ professional institution (or comparable) would be
useful, but is not essential.
A valid NZ Driver’s Licence is required.
Knowledge and experience

Experience in a leadering teams is desirable, as part of the procurement function.

Experience in working with engineering consultants and contractors and in general project and
contract management.

Experience and a passion for the development and use of contract documentation, contract
management and contract law.

A sound working knowledge of procurement processes and the ability to identify business risks from
routine contract development, monitor critical elements of the procurement process and
communicate results effectively.

A good understanding of the principles of tendering and of contracts between the State and private
sector companies, with an in depth knowledge of commercial practices.

The position holder should have, or be able to quickly develop, a sound understanding of the Land
Transport Management Act, and other relevant legislation, with an understanding of the social and
environmental impacts that can result from construction activities and new additions to the network.
Personal attributes

The ability to multi-task, prioritise, work well under pressure and stay calm when dealing with
matters of high priority and importance to ensure the demanding needs and challenges of a busy
unit are successfully met

Experience in working in situations demanding flexibility to adapt quickly to changing
circumstances as the need arises

Proven discretion, tact and diplomacy in dealing with confidential, commercially sensitive and/or
personal work related information

Possesses a strong achievement/delivery focus – sets high standards including accuracy and
attention to detail, meets deadlines, demonstrates a high level of organisational and time
management skills

Demonstrates exceptional oral and written communication skills and a strong ability to collaborate
with others outside the transport sector, particularly in the various communication channels
available.

A proven ability to work independently but be able to maintain regular written and oral reporting
back to the Manager.

Actively demonstrates, promotes and models desired organisational behaviours and values.
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
Promotes a high quality climate of innovation, collaboration, change and adaptation in own area.

Actively looks for opportunities to improve services and support organisational change.

Takes accountability for the responsibilities of the positions and own actions.
Core competencies1
Customer Focus
Is dedicated to meeting the expectations and requirements of internal and external customers; gets
first-hand customer information and uses it for improvements in products and services; acts with
customers in mind; establishes and maintains effective relationships with customers and gains their
trust and respect.
Drive for Results
Can be counted on to exceed goals successfully; is constantly and consistently one of the top
performers; very bottom-line oriented; steadfastly pushes self and others for results.
Integrity and Trust
Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an
appropriate and helpful manner; keeps confidences; admits mistakes; doesn't misrepresent
him/herself for personal gain.
Functional/Technical skills
Has the functional and technical knowledge and skills to do the job at a high level of accomplishment.
Managing Diversity
Manages all kinds and classes of people equitably; deals effectively with all races, nationalities,
cultures, disabilities, ages and both sexes; hires variety and diversity without regard to class; supports
equal and fair treatment and opportunity for all.
Peer Relationships
Can quickly find common ground and solve problems for the good of all; can represent his/her own
interests and yet be fair to other groups; can solve problems with peers with a minimum of noise; is
seen as a team player and is cooperative; easily gains trust and support of peers; encourages
collaboration; can be candid with peers.
Interpersonal Savvy
Relates well to all kinds of people—up, down, and sideways, inside and outside the organisation;
builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact;
can diffuse even high-tension situations comfortably.
Copyright © 1992, 1996, 2001-2003 by Lominger Limited, Inc. a Korn/Ferry Company.
ALL RIGHTS RESERVED.
This work is derived from the Leadership architect® competency sort cards developed and copyrighted by Robert W. Eichinger and Michael M.
Lombardo for Lominger Limited, Inc. Without the prior written permission of Lominger Limited, Inc., no part of this work may be used, reproduced or
transmitted in any form or by any means, by or to any party outside of the NZ Transport Agency.
1
GM approved 00/00/09
Listening
Practices attentive and active listening; has the patience to hear people out; can accurately restate the
opinions of others even when he/she disagrees.
Role specific competencies2
Building Effective Teams
Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins
and successes; fosters open dialogue; lets people finish and be responsible for their work; defines
success in terms of the whole team; creates a feeling of belonging in the team.
Managing and Measuring Work
Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors
process, progress, and results; designs feedback loops into work.
Informing
Provides the information people need to know to do their jobs and to feel good about being a member
of the team, unit, and/or the organisation; provides individuals information so that they can make
accurate decisions; is timely with information.
Priority Setting
Spends his/her time and the time of others on what's important; quickly zeros in on the critical few
and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal;
eliminates roadblocks; creates focus.
Developing Direct Reports
Provides challenging and stretching tasks and assignments; holds frequent development discussions;
is aware of each person's career goals; constructs compelling development plans and executes them;
pushes people to accept developmental moves; will take on those who need help and further
development; cooperates with the developmental system in the organisation; is a people builder.
Directing Others
Is good at establishing clear directions; sets stretching objectives; distributes the workload
appropriately; lays out work in a well-planned and organised manner; maintains two-way dialogue with
others on work and results; brings out the best in people; is a clear communicator.
2
Copyright © 1992, 1996, 2001-2003 by Lominger Limited, Inc. a Korn/Ferry Company.
ALL RIGHTS RESERVED.
This work is derived from the Leadership architect® competency sort cards developed and copyrighted by Robert W. Eichinger and Michael M.
Lombardo for Lominger Limited, Inc. Without the prior written permission of Lominger Limited, Inc., no part of this work may be used, reproduced or
transmitted in any form or by any means, by or to any party outside of the NZ Transport Agency.
GM approved 00/00/09