Procurement & Vendor Relations Specialist

THE ROLE Simply Bread needs a shark. We manufacture artisan bread ovens with single source electronic components (like our Compute Module 4 boards) sitting inside a global, volatile supply chain. When a vendor stumbles, we don't have a backup, we have halts in production. This role exists to make sure that stops happening. This is not a passive purchasing clerk job. This is an aggressive, hands on (fly to the manufacturer if you have to), remain in constant communication with every critical vendor and ops team member, won't-let-go-until-it's-resolved procurement role. You'll own the relationship with every manufacturer and distributor we depend on, chase every purchase order until parts are physically in hand, and build the systems that make sure we're never again one failed shipment away from catastrophe. WHAT YOU'LL OWN - Vendor expediting: Relentlessly track every open PO with our manufacturers and distributors (Parpro, Raspberry Pi/CM4 distributors, Lockrich, and others) from order to delivery — confirming, re-confirming, and escalating until parts land in our hands, not just in a confirmation email. - Critical components risk management: Build and maintain the master tracking system (spreadsheet → app) for our ~20 critical, hard-to-source components: on-hand stock, units on order, delivery confidence scores, and time-to-redesign for each part. - Six-month buffer ownership: Establish and defend a minimum six-month on-hand buffer for every single-source component, and flag — loudly and early — the moment any buffer starts eroding toward the danger zone. - Aggressive vendor negotiation: Renegotiate pricing and terms with high-spend vendors directly with decision-makers (not just account reps), with a mandate to find real savings, not just goodwill. Be willing to have business dinners with manufacturing company owners- we need an above and beyond personality type here. - Global emergency sourcing: When a shortage hits, mobilize contacts across the US, Europe, Australia, and China to source available stock fast — while staying sharp enough to avoid counterfeit parts from unvetted marketplaces. - Daily reporting: Deliver a simple, honest, red/green-level update on (1) how many ovens we can build next week and over the next six months, and (2) what supply chain risks are floating to the top — with proposed solutions, not just problems! - Second-source development: Partner with engineering to identify and qualify alternate vendors or components for our highest-risk single-source parts, so no one part can ever again hold the whole company hostage. - Inventory integrity: Make sure physical stock is stored securely and correctly (right conditions, right location, properly logged) — no more expensive components sitting under water leaks in the ceiling of our warehouse. Must constantly be in collaboration with the manufacturing facility. WHAT SUCCESS LOOKS LIKE - Every critical component has a minimum six-month buffer, and the buffer is never a surprise — it's monitored daily and replenished before it becomes urgent. - Leadership can answer “how many ovens can we build next week, and over the next six months?” at a glance, with full confidence in the number. - Vendor relationships are proactive, not reactive — you know about a manufacturer's problem before it becomes our problem. Real, tracked cost savings from renegotiated vendor contracts. WHO YOU ARE - You have real experience in procurement, supply chain, or vendor management — ideally in hardware, electronics, or manufacturing, where single-source component risk is a familiar fire. - You are tenacious to a fault. You call back. You follow up. You do not accept “it's on order” as an answer — you need proof. - You're comfortable being the squeaky wheel with vendors who are much bigger than us, and you know how to apply pressure without burning the relationship. - You're numerate and systems-minded — comfortable building and maintaining a spreadsheet or tool that models risk, confidence scores, and buffer thresholds. - You communicate in plain, simple terms — leadership should be able to understand your status update at a glance, no jargon required. - You take complete ownership of outcomes, not just of writing reports. - Bonus: prior experience negotiating with international manufacturers/distributors, or sourcing components across US, European, and Asian markets.