Strategic Buyer

MARK VII EQUIPMENT INC•Arvada, CO

4d•$90,000 - $105,000•Onsite

About The Position

Mark VII is a leader in car wash manufacturing, and we're looking for a Strategic Purchaser to own our procurement lifecycle end to end. This is a high-impact role for someone who thinks like an owner: you'll lead our most important supplier negotiations, build a more resilient supply chain, and drive measurable cost savings across every material and service we buy. If you get satisfaction from turning a messy supply base into a competitive advantage—and you can back up your wins with hard numbers—we'd like to talk.

Requirements

Bachelor's degree in Supply Chain Management, Business Administration, Finance, or Engineering.
5–7+ years of progressive experience in strategic sourcing, purchasing, or procurement—ideally in manufacturing or capital equipment.
A proven track record leading complex, multi-million-dollar negotiations and managing long-term supplier contracts.
Strong financial acumen: hands-on experience with cost accounting, TCO modeling, and Make vs. Buy analysis.
Proficiency with modern ERP systems (SAP, Oracle, or similar) and advanced Excel.
Experience sourcing technical components, machined parts, and complex assemblies.
A sharp eye for global commodity trends and their financial impact.
Excellent cross-functional communication, especially with Engineering, Finance, and Operations.

Nice To Haves

CPSM, CPIM, or similar certification is a strong plus.

Responsibilities

Lead negotiations for direct and indirect materials, capital expenditures, and services, with the goal of securing the lowest total cost of ownership (TCO).
Build the supplier base by identifying, evaluating, and qualifying new domestic and global suppliers that strengthen our supply chain and sharpen our pricing.
Own supplier contracts end to end—drafting, reviewing, and managing agreements that lock in favorable terms and protect the company.
Drive cost reduction through value engineering, volume consolidation, and other strategies, and report verifiable savings against budget.
Hold suppliers accountable with clear KPIs and regular Supplier Business Reviews that push continuous improvement in quality, delivery, and cost.
Stay ahead of risk by assessing and mitigating threats tied to material availability, geopolitical factors, and supplier financial health.
Partner with Engineering and Operations to set and maintain accurate standard costs for all components and assemblies in our ERP system.
Manage internal pricing structures for finished goods and service parts to keep us hitting profitability targets.
Run "Make vs. Buy" analyses and turn the data into clear recommendations that improve efficiency and the bottom line.
Be the procurement lead on New Product Introduction (NPI) projects—bringing suppliers in early, providing cost estimates, and securing long-lead-time materials.
Support annual budgeting by forecasting commodity price trends and projected material spend.
Improve how we buy by continuously refining our purchasing processes and systems for better efficiency, transparency, and compliance.