Warehouse Manager

CURRICULUM VITAE

OF

Firmino De Abreu

PERSONAL DETAILS

FIRST NAMES : Firmino

SURNAME : De Abreu

DATE OF BIRTH : 1975-09-15

AGE : 42

I.D. NO. : 750-***-**** 086

ADDRESS : ** **nway Road

Dinwiddie

Germiston

TEL NO. : 060-***-****

LANGUAGES : English

Afrikaans

Portuguese

Zulu

HEALTH : Excellent

MARITAL STATUS : Married

DEPENDANTS : Two

DRIVERS LICENCE : Yes, Code 08 (MasterDrive)

SECONDARY EDUCATION

INSTITUTION : Norkem Park High School

HIGHEST LEVEL ATTAINED : Matric (1993)

SUBJECTS PASSED : English

Afrikaans

Mathematics

Science

Technical Drawing

Motor Mechanics

COURSES COMPLETED

1. Courses by Afrox : Afrox MDA through Gibbs

SAP Business Coach - Warehouse Management

One-day Technical Induction

Five-day basic product & process course

COPS

P&MM

OBL Stores

Health & Safety Representative Course

Cash reconciliation & Banking Course

Performance Management

Recruitment & Selection

Industrial Relations Management Guidelines

Services & Sales Training

Safety Program for Sales Centres

Supervisory Development Course

HIV AIDS - Line Manager

Code of Conduct

Forklift License

2. Course completed : Advanced Driving Course

Course by : MasterDrive

3. Course completed : First Aid Training

Course by : B.J.S. First Aid cc

4. Course completed : Basic Fire Awareness

Course by : Chubb

5. Course completed : Management-Occupational Health & Safety Act

Course by : Kay Grant Technical Services

6 Achievements : Certified Stores Assessor

CAREER HISTORY

COMPANY NAME

:

Afrox Limited

DATE OF EMPLOYMENT

:

August 1997 – 31 March 2018

LAST POSITION HELD

REASON FOR LEAVING

:

:

National Warehouse Manager

Retrenched

DUTIES

DUTIES (cont’d)

REFERENCE

:

:

1 June 2013 – 31 March 2018

Accept full responsibility for the standards and procedures within the National Hard Goods Warehouse

Accept full responsibility for the Stock held in National Hard Goods Warehouse (20 000m ) as well as off-site facilities to the value of +- R300 mil.

Maintained stock losses below 0.5%

Maintained stock accuracy above 98%

Achieved above 99% delivery in full on time

Managing all departments:

Dispatch, Picking, Receiving and Inventory, Imports & Exports- effective Performance Review process

Managing the Receiving, Dispatch, Picking and Inventory Departments by:

Ensuring the Receiving Department capture stock received correctly and timeously

Ensuring the correct bin locations are recorded on the items

Ensuring the Warehouse Management system is working correctly at all times

Ensuring the Picking Department “pick” all items downloaded to SAP WM correctly and timeously

Ensuring the Dispatch Department check, pack and wrap the items correctly for dispatching

Ensure NO stock leaves National Hard Goods Warehouse without legitimate documentation

Conducting a monthly weekend witnessed stock count

Accept responsibility for the Afrox delivery vehicles by ensuring all safety, maintenance and road rules/laws are adhered to

Assist Procurement with the distribution contract for the 3rd party contractor

Ensure all journals are captured and sent through to the FSC for all distribution, packaging and internal costs.

Accept responsibility for the Security for the National Hard Goods Warehouse and ensure all Warehouse Staff and visitors comply

Ensure compliance to the requirements of ISO 9001:2000 (Quality)

Prepare a monthly report for the Head of Supply Chain and Distribution on:

Stock Count Results

Security Issues

Stock Losses

Staff matters

Pickers productivity vs. Target

Items and volumes picked, dispatched and received

Ensure respective staff receive training, in the following areas:

SAP Warehouse Management System

Forklift Drivers

Advanced Driving

Security Procedures

Stock Rotation

Stock Counts

Inventory Management Reports

Take full responsibility for the maintenance of National Hard Goods Warehouse Assets including:

Forklifts and Stackers

Shrink Wrapping Machines

Air Conditioners

Dock Levelers

Dock Doors

Vehicles

Train the staff in the warehouse on the SAP system

Mr. Etienne Badenhorst

Head of Supply Chain and Distribution

Cell: 083-***-****

01 April 2011 - 31 May 2013 - Regional Supply Chain Manager

Manage the 3PL contract regarding the outsourced warehouse and distribution. Ensure that the service level to the branches is not impacted due to the outsource. All distribution costs to be scrutinized before payment is done. Ensure Gauteng Distribution Centre serviced their customers effectively. Visit all Branches and Sales Centre’s in the Northern Region at least twice per annum to conduct detailed inventory audits on welding, cylinders and bulk gases to ensure all procedures are followed. Conduct a full 100% witnessed stock count on all items at each and every Branch / Centre in the Northern Region. Prepare a full Branch / Centre Report after the visit, making recommendations, highlighting action points and agreed action dates with Branch / Centre personnel. Jointly responsible to achieve inventory targets for welding products, cylinders and bulk gases by ensuring all Branches / Centre’s action their inventory reports on a daily basis. Ensure that the Branches / Centre’s do weekly PSC’s on welding, cylinders and bulk gases.

Reference:

Mrs. Amanda Matthee

National Warehousing Manager

Cell: 072-***-****

01 September 2009 - 31 March 2011 - Warehouse Manager – Central Warehouse

Ensure that the Quality Program of the National Warehousing is fully understood and implement the programme into your area of responsibility. Ensure compliance to the requirements of ISO 9001:2000. Ensure continual improvement to the effectiveness of the quality management system. Ensure that a framework exists for reviewing quality objectives and its continuing suitability. Provide services and products conforming to Supply Chain policies, procedures and service level agreements. Implement the Site Safe programme in the warehouse as per the Roadmap agreed with SHEQ. Successfully implement SAP & SAP Warehouse Management in Central Warehouse as well as CES warehouse. Accept full responsibility for the Warehouse Standards and procedures. Review the Standards and Procedures on an on-going basis and ensure that the Standards and procedures are updated to meet Business as well as legal requirements. Warehouse overheads to be kept within budget. Investigate all variances between system and physical stock and rectify the inaccuracies to ensure that customer requirements can be met – to be done daily. Action the documents to be PGI’d and outstanding delivery reports on a daily basis and ensures that all orders are actioned on time and that documents are shipped within one working day after the goods were supplied. Implement the CSI system in the Warehouse for Service, as well as for Product non-conformities. Identify opportunities for continuous improvement from CSI’s raised and implement improved procedures. Prepare a monthly report on activities within the Central Warehouse and submit the report to the Supply Chain Manager by end of day on the last day of every month. Draw up a development plan for each direct reportee and for all employees showing potential and arrange for training to be provided. Arrange for Workplace forum meetings to be held on a monthly basis. Develop a JPM document with measurable KPI’s for each of the employees working in your department.

Reference:

Mr. Rupert Marshall

Cell: 071-***-****

01 May 2006 – 30 August 2009 - Warehouse Services Manager – Central Warehouse

Ensure that the Quality Program of the National Warehousing Department is fully understood and implement the programme into your area of responsibility. Ensure compliance to the requirements of ISO 9001:2000. Ensure continual improvement to the effectiveness of the quality management system. Ensure that a framework exists for reviewing quality objectives and its continuing suitability. Provide services and products conforming to National Warehousing policies, procedures and service level agreements. Accept full responsibility for the Standards and procedures within the Warehouse Services Department. Review the Standards and Procedures on an on-going basis and ensure that the Standards and procedures are updated to meet Business as well as legal requirements. Ensure that the procedures and Standards are adhered to by all Warehouse Services staff. Ensure that all deliveries (for plants) to be picked for the day, are picked and handed over to despatch before the end of the day. Ensure that all STO’s created for WDC before 15h00, are picked, checked and handed over to WDC before the end of the day. Increase the efficiency of the picking department. Improve the picking accuracy. All orders received from Picking Department to be checked, wrapped and despatched to Branches & Sales Centres on the same day. Subsidiaries to be invoiced the day the goods are loaded on the truck. All outbound deliveries to be PGI’d on the day the goods were picked and checked. Implement a system to measure the accuracy of the despatch function (complaints from branches), reduce these to zero. All handover lists to be an accurate reflection of the goods being PGI’d. Corrections to be made before deliveries are PGI’d. Take full responsibility for the management and maintenance of the Central Warehouse Assets. Prepare a weekly KPI report on key measures for your departments and submit the report to the Warehouse Manager.

Reference:

Mr. André Jooste

Cell: 082-***-****

01 June 2004 - 30 April 2006 - Stock Control / Inventory Manager - Central Warehouse

Managing the Stock Control Department of 10 sub-ordinates with an effective JPM process.

In the absence of the Warehouse Manager, manage the entire Warehouse Staff and make all critical decisions. Attend the Workplace Forum meetings on a monthly basis. Accept full responsibility for the Stock held in Central Warehouse as well as the stock stored at Shipping and General. Assisting the Warehouse Manager in the Receiving, Dispatch and Picking Departments. Ensure NO stock leaves Central Warehouse without legitimate documentation.

Ensure the Stock Control Department stack and pack all the items received in their respective bins correctly and timeously. Ensure the Stock Control Clerks capture all the Wits Customer Documents correctly and timeously. Ensure cash reconciliation’s balance and that all documents are accounted for and there are no discrepancies. Ensure that the target of 1000 items counted per month is met. Conduct a monthly weekend witnessed stock count on all fast moving items

Ensure that daily stock counts are conducted. Ensure physical stock balances with the stock reflecting on the system. Accept full responsibility for the Safety programme for the Central Warehouse and ensure all Warehouse Staff and visitors comply. Accept full responsibility for the Security for the Central Warehouse and ensure all Warehouse Staff and visitors comply. Ensure compliance to the requirements of ISO 9001:2000 (Quality). Implement the CSI System for Central Warehouse. Ensure respective staff receive training in their areas. Assist MIS with testing on the SIMS picking system

Reference:

Mr. André Jooste

Cell: 082-***-****

01 May 2003 - 31 May 2004 - Regional Inventory Manager - Northern Region

Managing the Asset Management Department of 10 sub-ordinates with an effective JPM process. Ensure that overheads are kept well within budgets. Recruit and appoint talented staff.

Visit all Branches and Sales Centres in the Northern Region at least twice per annum to conduct detailed inventory audits on welding, cylinders and bulk gases to ensure all procedures are followed. Conduct a full 100% witnessed stock count on all items at each and every Branch / Centre in the Northern Region. Prepare a full Branch / Centre Report after the visit, making recommendations, highlighting action points and agreed action dates with Branch / Centre personnel. Jointly responsible to achieve inventory targets for welding products, cylinders and bulk gases by ensuring all Branches / Centres action their inventory reports on a daily basis including GOC and Roodekop. Ensure that the Branches / Centres do weekly PSC’s on welding, cylinders and bulk gases. Provide training on all welding, cylinders and bulk gases procedures.

Prepare a monthly report for the Region.

Take full responsibility for the assessment of inventory staff in the region

Solve queries raised by Branches / Centres. Assist with the “Free Riders” project. Assist with the Retail Centre Project. Attend all inventory TOE’s

Reference:

Mr. André Jooste

Cell: 082-***-****

01 July 2001 - 30 April 2003 - Centres Manager - Eastern Gauteng

Managing 7 Sales Centres on the East Rand. Managing 22 sub-ordinates with an effective JPM process. Achieve targeted sales and profits for all 7 Sales Centres. Prepare a report on a monthly basis. Managing and achieving welding products and cylinder inventory targets. Target system fully implemented and maintained. Cost Management. Asset Management. Meet and exceed customer expectation for all products and services. Visit each Sales Centre a minimum of twice per month to ensure that all procedures and standards are adhered to. Recruit and appoint talented staff. Develop JPM documents and carry out effective JPM’s with all direct employees. Draw up a development plan for each sub-ordinate and arrange for training to be provided. Ensure that all staff are assessed as competent on Stores and LPG OBL’S. Ensure all staff receive feedback on “Report Back” meetings. Ensure all Sales Centres bank and reconcile cash on a daily basis. Manage petty cash floats for all Sales Centres and ensure that all expenses are allocated and authorised. Manage and allocate all direct expenses of each Sales Centre. Document control. Conduct a minimum of one Safety Audit at each Sales Centre per annum. Ensure that all 7 Sales Centres do a weekly PSC. Assist with Regional Inventory month end reports. Assist with the data purification (SAP). Assessing staff on Stores (OBL)

Reference:

Mr. André Jooste

Cell: 082-***-****

1 March 2000 - 31 June 2001 - Gas & Welding Relief Centres Supervisor

All duties as Gas & Welding Centres Supervisor. Manage one consignment customer (Joy Mining). Manage one distributor & its banking (Allsure). Ensure PSC’s are done on distributor & consignment customers. Assist all seven Centres in all ways possible. Relieve at Centres when people are on leave or off sick. Assist Centres Manager in all ways possible. Review min/max levels for all seven Centres. Ensure all Servex equipment is returned to bulk stores before month end.

Reference:

Mrs. Radyn Owen

Inventory Standards Manager

Cell: 083-***-****

1 April 1999 - 29 February 2000 - GAS & WELDING CENTRES SUPERVISOR

Opening & closing of Benoni centre daily & timeously. Daily banking of COD documents. Assist internal & external customers. Ensure the correct stock is drawn for customers. Ensure the correct stock is held at the centre. Control inventory (Welding & Cylinders). Review min/max levels. Physical stock count’s to be done. Manage two employees with an effective JPM process.

Ensure that stock delivered is checked & booked in on the same day. All documents to be shipped by end of day. Ensure all reports are checked and cleared daily. Assist with Area Sales Representative on achieving goals. Adhere to the CSI procedure. Servex to be returned before month end. Control till & petty cash floats.

Reference:

Mrs. Radyn Owen

Inventory Standards Manager

Cell: 083-***-****

August 1997 - 31 March 1999 - TRANSPORT SUPERVISOR

Opening & closing of Benoni centre daily & timeously. Daily 1S - this entails printing the documents that were allocated at Midnight. Completion of “Trip sheets” for Drivers. Ensure the correct stock is loaded onto the Drivers vehicles for delivery that day. All vehicle problems are addressed immediately. Ensure customer’s requirements are met with regard to correct stock as well as timeous delivery. Reconciliation of previous day’s trip sheets to ensure all stock was delivered and documents were returned with a signature. Resolve all and any queries from customers. Back orders are done on a daily basis. Ordering stock from bulk stores and Brits as well as ordering stock from all over the country to satisfy the customers that are on the back order list. Daily checking of the A-status report. Booking in of stock that has been received from bulk stores and Brits. A gas count is done every second day to ensure that the CGIM is correct.

Delivery notes are checked and scheduled for the following day’s deliveries including stock for branches. Services of five vehicles are done as required or if a mechanical failure occurred

Reference:

Clint Matejovsky

Cell: 082-***-****

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