Quince - Senior Manager, Global Procurement - Footwear

• Procurement Category Strategy: Define and execute the commercial roadmap and vendor distribution strategy for assigned categories to improve margins as Quince scales. Establish short- and long-term procurement targets aligned to business growth. • Procurement Category Strategy: • Consistently deliver exceptional product cost without sacrificing product quality or ESG considerations, including Procurement. • Partner with the technology team to embed procurement capabilities and playbook into the Vendor Portal and Product Catalog tools. • Identify and deliver 700 bps product cost reductions over the next 12 months. • RFP Ownership & Execution: Structure and run competitive, end-to-end bidding processes to secure optimal cost and commercial terms with manufacturing partners. Own the full lifecycle from vendor identification through award. • RFP Ownership & Execution: • Deliver immediate, best-in-class product cost savings through rigorous negotiation, while simultaneously institutionalizing repeatable negotiation frameworks to build long-term category maturity and sustainable competitive advantage. • Build AI agent to help us run RFP systematically in 2026 with the capability to build scenario analyses. • Clean Sheet & Buy Plan Approvals: Create and utilize component-level “clean sheets” to drive pricing transparency; review, approve, and solution to optimum cost for all buy events within your categories. • Clean Sheet & Buy Plan Approvals: • Current mature / scale categories: Ensure scale / cleansheet costing with Finished Goods Manufacturers / Negotiate upstream of Finished Goods to secure best pricing and availability of (inputs (e.g. fabrics, yarns, fibers, commodities, trims) new categories & new products • Lead Buy Plan margin review to govern company margin targetPartner with material sourcing team to ensure transparent, competitive pricing from all key material suppliers (we own material, we own costing) • Negotiate reasonable launch costing and set schedule (monthly, quarterly, at trigger points) to renegotiate for scale pricing as the business grows • Support merchandising team by providing scale costing targets (i.e. what cost is achievable at scale) • Upstream Sourcing: Partner directly with the Material Manager, Sourcing Teams and Tier 1 and Tier 2 vendors to align on, and implement, material benefits into finished goods costing. • Upstream Sourcing: • Collaborate with cross-functional teams to integrate upstream material availability into product design and development cycles, ensuring early-stage cost optimization and seamless material-to-finished-good transitions. • Value Creation: Identify and execute on opportunities to reshape the supply chain and extract new financial value beyond traditional sourcing boundaries, including verticalization and volume consolidation plays. • Value Creation: • e.g. How do we become a market maker for Cashmere, Silk, etc? Could we sell cashmere and silk to other retailers? How can we partner with other mills or manufacturers to build a verticalized supply chain for critical materials, like linen, from French/Belgian farms and scutchers to linen mills? How do we buy/sell commodities to manage price fluctuations (e.g. gold pricing, Cashmere pricing)?