A. Purchasing Tasks  1. Ensuring that the Program Purchasing Targets in the dimensions of “Cost”, “Time” and “Quality”. being achieved or overachieved. 2. Knowing the Hella-values, standards, processes, methods and tools in the field of Program Purchasing and being able to apply them accordingly. 3. Minimizing the total costs (Total Cost of Ownership) by an early integration of the Program Purchasing in the product engineering process (PEP). Optimizing development timeline by an early integration of approved suppliers in the simultaneous engineering process. 4. Preparing and negotiating project specific supplier agreements, such as LOIs, Nomination Letters, capacity agreements and tool annex. Involving within project-related supplier contract negotiations. 5. Challenging the technical solutions for purchased parts in terms of cost efficiency and challenge the project team in order to ensure and over achieve targeted costs. Supporting the identification and achievement of cost potentials resulting from Design-to-Cost (DtC) and Re-Design-to-Cost (ReDtC) activities. For that, an understanding of the product engineering process and the material manufacturing process is needed. 6. Executing pre-series purchasing processes as core team member of the PEP for specific Hella products, which contains purchasing input for customer quotation, definition of sourcing strategy, request and analysis of quotation, negotiation, nomination preparation and nomination of suppliers, pre-Series Management and transfer of responsibility to the Segment Purchaser. 7. Involving in series purchasing processes for a specific product line, which contains the coordination of purchasing activities within demand increases from customers, product relocations and material cost optimization (ReDtC). 8. Implementation of purchasing and material group strategies. Providing relevant information to material group management and program purchasing management in order to derive appropriate strategies.B. Communication & Stakeholder Management1. Managing intercultural relationships and trustful relationships by creating and adding value from international project team setups through utilizing the cultural diversity in the project. 2. Managing escalations by enforcing the application of valid escalation concepts throughout the project lifetime. 3. Knowing the current local status of the main targets in the dimensions of "Cost", "Time" and "Quality". Reporting the status to supervisors, global responsible Program Purchasers and to the and local Project Team. 4. Aligning tasks and decisions with high complexity with supervisors and global responsible Program Purchasers if necessary.