Cooling Spare Parts Business Development

h3Mission /h3 pDrive the growth of the Cooling Service Spare Parts business by shifting from reactive sales to proactive commercial engagement across Countries, projects and strategic customers (CSP). /p pAct as the Spare Parts Business Advisor, promoting VMI, dedicated stock and Spare Parts Kits, customized where required, while improving order conversion and forward demand visibility for SIOP and stock planning. /p h3Key Responsibilities /h3 h3Business Development and Customer Engagement /h3 ul liProactively identify and develop Spare Parts opportunities with Countries, key projects and strategic customers. /li liEngage customers before spare parts requirements become urgent, positioning parts availability as a lifecycle and business-continuity solution. /li liAct as a Spare Parts Business Advisor and help customers define the appropriate parts strategy for their installed base, criticality and operating model. /li liBuild a qualified pipeline and drive opportunities from identification through quotation, follow-up and order conversion. /li /ul h3VMI and Stock Strategy /h3 ul liDrive deployment of the Cooling Spare Parts strategy across priority Countries and CSP accounts. /li liPromote Vendor Managed Inventory (VMI), dedicated stock and locally available stock solutions for strategic customers. /li liDevelop the commercial value proposition for VMI, connecting availability, risk reduction, lead time and business continuity. /li liCoordinate with relevant stakeholders to define commercial scope, ownership, replenishment principles and performance expectations. /li /ul h3Spare Parts Kits and Customized Solutions /h3 ul liIncrease the adoption of recommended Spare Parts Kits on new projects and across the installed base. /li liPosition Spare Parts Kits early in tendering and project execution, rather than waiting for break-fix demand. /li liCustomize kits and parts recommendations when standard solutions do not fully meet customer requirements. /li liEnsure the proposed assortment reflects equipment configuration, criticality, service model and customer expectations. /li /ul h3SIOP, Demand Planning and Commercial Execution /h3 ul liBring project pipeline, customer plans and installed-base insights into the Spare Parts SIOP and demand‑planning process. /li liProvide forward‑looking demand visibility to support stock decisions and availability priorities. /li liPromote disciplined order management and follow‑up to convert quotations and commitments into orders. /li liWork cross‑functionally with Sales, Service, Tendering, Projects, Supply Chain and Operations to remove commercial and execution roadblocks. /li /ul h3Key Interfaces /h3 ul liCountry and Zone Service organizations /li liCooling Sales, Service Sales and Key Account teams /li liTendering Teams /li liSupply Chain, Demand Planning and SIOP stakeholders /li liProduct and Service Offer teams /li liStrategic customers and installed‑base owners /li /ul h3Core Scorecard for the

Job Description
/h3 pThe following five KPIs should be listed as the primary measures of performance: /p h31. Spare Parts Sales Growth /h3 pDeliver sustainable sales growth across Countries, projects and strategic customers while protecting profitability. /p h32. Proactive Business Generation /h3 pIncrease the share of business created through proactive customer engagement versus reactive requests. /p h33. VMI and Strategic Stock Deployment /h3 pDevelop and convert VMI, dedicated‑stock and other strategic inventory solutions for priority customers. /p h34. Spare Parts Kit Attachment /h3 pIncrease the penetration of recommended Spare Parts Kits on eligible new projects and installed‑base opportunities. /p h35. Pipeline and Demand Visibility /h3 pBuild a qualified pipeline and provide forward‑looking demand visibility to support SIOP and stock planning. /p h3Success Criteria /h3 ul liSpare Parts activity progressively moves from urgent inbound requests to planned customer engagement and lifecycle campaigns. /li liPriority customers have a documented and actionable Spare Parts, VMI or stock strategy. /li liVMI and Spare Parts Kits become part of the standard commercial conversation for relevant customers and projects. /li liSpare parts requirements are considered early during tendering and project execution. /li liCountries have a visible pipeline, clear priorities and active support to develop Spare Parts business. /li liProject, customer and installed‑base information is translated into actionable demand visibility for SIOP. /li liOpen quotations and opportunities are followed through to closure, improving order conversion and reducing ageing. /li liThe portfolio produces more recurring and predictable business while meeting profitability expectations. /li /ul h3Required Skills and Experience /h3 ul liStrong commercial and business‑development orientation, with a proactive customer approach. /li liKnowledge of Cooling, HVAC, Data Center or mission‑critical applications; Service expe