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Manager Warehouse

Location:

Cape Town, Western Cape, South Africa

Posted:

April 17, 2021

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Job Summary

Job Detail

Job Title Logistics Manager

Job Family Logistics

Job Code CCP169 Logistics Manager

Gijima Organisational Level 0

Business Area MWS EUC Services Central

OFO Code 132402

Employment Equity Level Junior Management/Supervisor

Note

Job Summary

Responsible for the overall control and management of the logistics function of the company involving distribution,

transport and inventory control within their geographical area. Ensure cost-effective flow of products inside and outside

the company and provide an overall management function of the logistics department

Job in the Organisation

Reporting to Executive

(Second level)

Reporting to Business Manager

(First level)

This Job Logistics Manager

Reports Logistics Coordinator I, II and III

(First level)

Reports N/A

(Second level)

Job Criteria (Minimum)

Grade 12

Formal Education

Diploma in Logistics (NQF 5)

3 to 5 years experience in logistics

Experience 2 years experience in IT (advantageous) and employee management

A+ (advantageous)

Technical/Legal Certification

Job Advert

Logistics Manager

Business Area MWS EUC Services Central

Client

Location

Job Family Logistics

Purpose

Responsible for the overall control and management of the logistics function of the company involving distribution, transport and

inventory control within their geographical area. Ensure cost-effective flow of products inside and outside the company and

provide an overall management function of the logistics department

Formal Education

● Grade 12

● Diploma in Logistics (NQF 5)

Experience

● 3 to 5 years experience in logistics

● 2 years experience in IT (advantageous) and employee management

● 0

Technical/Legal Certification

● A+ (advantageous)

● 0

Responsibilities

Financial Perspective

Manage and control inventory within warehouse(s) and store(s)

● Conduct stock takes

● Makes sure all variances are investigated and actioned accordingly

● Planning material requirements (MRP)

● Continuously keep an accurate record of all backup and consignment stock

Manage warranty and repairs

● Ensure that warranty parts are returned to OEM in required timeframe

● Manage repair cycle

Management of stock distribution

● Manage the distribution and delivery of stock to the internal and external clients

Utilisation

● Maintain acceptable billability ratio

Manage operational expenses

● Manage operational expenses within budget

Customer Perspective

Employee/team member management

● Manage and motivate employees/team members according to departmental and HR policies and procedures

Nr43W.xlsx Page 3 of 20

- Group Human Resources

Maintain relationships with internal and external clients

● Effectively build and maintain good relationships and interactions with others. Ensure employees continually improve their

effectiveness in dealing with the client organisation

Internal Perspective

Manage housekeeping of warehouse(s) and store(s)

● Ensure that the neatness and general tidiness of warehouse(s) and store(s)are maintained continuously. Ensure that all backup

equipment is stored, packaged and handled according to the current national logistics standards and relevant policy. Continually

ensure that all health and safety requirements within the warehouse or store environment are not only met but also adhered to

Vehicle management

● Ensures all trucks/vehicles available are in good working order so that they are loaded and leaves on time with deliveries at the

correct conditions

Manage security of warehouse(s) and store(s)

● Ensure that security at all storage locations are sufficient

Reporting

● Create reports for management decision making

Learning and Growth Perspective

Talent database

● Ensure CV updated and remains current on talent management system

Execute personal development plan (PDP)

● Participate in activities as described in personal development plan

Knowledge sharing

● Participate in opportunities for knowledge sharing within the team and relevant communities of practice (COP's)

Mentoring

● Mentoring of allocated employees towards accepted performance levels according to set performance contracts

Staff development plans

● Initiate training programmes to develop and refine staff skills

● Documentation of the skills that exist in the organisation, as well as those skills that need to be developed

Applications

Those who are interested are invited to submit their CV together with proof of their tertiary and other qualifications to

by no later than close of business on 20__.

Preference will be given to designated individuals and internal applicants within the employment equity framework of Gijima.

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- Group Human Resources

Job Description

Job Title Logistics Manager

Job Family Logistics

Inputs Key Performance Area (KPA)

Definition: Description of all tasks or activities Definition: Key elements that make the existence

of the position essential in the process flow. These

that the incumbent would have to do (perform), in

elements require the unique skills of the incumbent

relation to the specific KPA. Include all sequential and would remain his/her responsibility, although

steps that would require the incumbent's time and some of the associated tasks may be delegated.

skill. (Verb) (Verb)

Financial Perspective

Conduct stock takes

Makes sure all variances are investigated

and actioned accordingly Manage and control inventory within

warehouse(s) and store(s)

Planning material requirements (MRP)

Continuously keep an accurate record of

all backup and consignment stock

Ensure that warranty parts are returned

to OEM in required timeframe

Manage warranty and repairs

Manage repair cycle

Manage the distribution and delivery of Management of stock distribution

stock to the internal and external clients

Maintain acceptable billability ratio Utilisation

Manage operational expenses within Manage operational expenses

budget

Customer Perspective

Manage and motivate employees/team

members according to departmental and Employee/team member management

HR policies and procedures

Inputs Key Performance Area (KPA)

Definition: Description of all tasks or activities Definition: Key elements that make the existence

of the position essential in the process flow. These

that the incumbent would have to do (perform), in elements require the unique skills of the incumbent

relation to the specific KPA. Include all sequential

and would remain his/her responsibility, although

steps that would require the incumbent's time and some of the associated tasks may be delegated.

skill. (Verb) (Verb)

Effectively build and maintain good

relationships and interactions with Maintain relationships with internal and

others. Ensure employees continually

improve their effectiveness in dealing external clients

with the client organisation

Internal Perspective

Ensure that the neatness and general

tidiness of warehouse(s) and store(s)are

maintained continuously. Ensure that all

backup equipment is stored, packaged

and handled according to the current Manage housekeeping of warehouse(s)

national logistics standards and relevant and store(s)

policy. Continually ensure that all health

and safety requirements within the

warehouse or store environment are not

only met but also adhered to

Ensures all trucks/vehicles available are in

good working order so that they are Vehicle management

loaded and leaves on time with deliveries

at the correct conditions

Ensure that security at all storage Manage security of warehouse(s) and

locations are sufficient store(s)

Create reports for management decision Reporting

making

Learning and Growth Perspective

Ensure CV updated and remains current Talent database

on talent management system

Participate in activities as described in Execute personal development plan

personal development plan (PDP)

Participate in opportunities for

knowledge sharing within the team and Knowledge sharing

relevant communities of practice (COP's)

Inputs Key Performance Area (KPA)

Definition: Description of all tasks or activities Definition: Key elements that make the existence

of the position essential in the process flow. These

that the incumbent would have to do (perform), in elements require the unique skills of the incumbent

relation to the specific KPA. Include all sequential

and would remain his/her responsibility, although

steps that would require the incumbent's time and some of the associated tasks may be delegated.

skill. (Verb) (Verb)

Mentoring of allocated employees

towards accepted performance levels Mentoring

according to set performance contracts

Initiate training programmes to develop

and refine staff skills

Staff development plans

Documentation of the skills that exist in

the organisation, as well as those skills

that need to be developed

Outcomes

Definition: What must be delivered as a result of

the completed input? What evidence will there be

that the task was performed at all. (Noun)

Successfully conduct stock-counts and

manage stock level in alignment with

Gijima’s policies and procedures

SAP variance report

All stock-on-hand levels are sufficient

Accurate status on all back up and

consignment stock

Vendor report variance

SAP Report

Efficient delivery of equipment (new,

repairs, warranty replacement and loan/

back up/ consignment) timeously

according to the contractual agreements

Utilisation report on billable and

productive non-billable time

Budget variance

Effective employee management,

measured by multi-rater feedback

Outcomes

Definition: What must be delivered as a result of

the completed input? What evidence will there be

that the task was performed at all. (Noun)

Number of complaints, compliments and

formal feedback

Warehouse and store housekeeping

checklist

Vehicle management checklist

Security checklist

Accurate reports, delivered within

required timeframe

Talent profile is current and accurate

All activities indicated on PDP are

finalised according to target dates

Knowledge transfer to team and

contribution towards communities of

practice (COP's), measured by multi-rater

feedback

Outcomes

Definition: What must be delivered as a result of

the completed input? What evidence will there be

that the task was performed at all. (Noun)

Formal mentoring plans contracted and

executed, measured by multi-rater

feedback

Relevant up skilling to address gaps

between role requirement and actual

competence

Skills matrix

PDP's

Performance Contract

Contract Period Name

Job Title CCP169: Logistics Manager Employee No

Rating 3 Rating 4

Weight

Key Performance Area Rating 1 Rating 2

Outcomes Target sometimes Target consistently Actuals Assessment

(KPA) Target not achieved Target achieved result

exceeded exceeded

Financial Perspective

100% accuracy of

inventory and

100% accuracy of

99% accuracy of monetary value,

inventory and

Manage and control Less than 99% inventory and value, and risks highlighted,

Successfully conduct stock-counts and

inventory within accuracy of monetary value, and monetary solution of

manage stock level in alignment with 0% risks highlighted and

warehouse(s) and inventory and risks highlighted and recommendation

Gijima’s policies and procedures solution of

store(s) monetary value solution implemented

recommendation

recommended including boot stock

implemented accuracy (no call

numbers allowed)

Investigation Investigation Investigation

completed, as sometimes consistently

requested by completed completed

Report not compiled manager, within 24 proactively, on own proactively,

0 SAP variance report 0% on own

within 24 hours hours (so that accord, within 24 accord, within 24

System unlocks), hours, and hours, and

and corrections corrections made corrections made

made

Rating 3 Rating 4

Weight

Key Performance Area Rating 1 Rating 2

Outcomes Target sometimes Target consistently Actuals Assessment

(KPA) Target not achieved Target achieved result

exceeded exceeded

100% of requests

are met and

Less than 99% of 99% of requests are 100% of requests obsolete/slow

0 All stock-on-hand levels are sufficient 0% requests are met met are met moving stock is

minimised to 15% of

plant value

100% accuracy of all

Less than 99% 99% accuracy of all 100% accuracy of all back up and

Accurate status on all back up and accuracy of all back back up and back up and consignment stock,

0 0%

consignment stock up and consignment consignment stock, consignment stock, risks highlighted and

stock and risks highlighted and risks highlighted all in a working

condition

100% of parts

Less than 99% of 99% of parts 100% of parts returned within

Manage warranty and Vendor report variance 0% parts returned returned within returned within timeframe utilising

repairs within timeframe timeframe timeframe economy courier

rates

Less than 98% of 98% of turnaround 99% of turnaround 100% of turnaround

0 SAP Report 0% turnaround times times are met times are met times are met

are met

Equipment delivered Equipment delivered

Efficient delivery of equipment (new, Equipment not within turnaround within turnaround Equipment delivered

Management of stock repairs, warranty replacement and loan/ 0% delivered within time with up to 5 time, every time within half the

distribution back up/ consignment) timeously turnaround time exceptions over a 6 over a 6 month turnaround time

according to the contractual agreements month period period

Utilisation report on billable and

Utilisation 0% Less than 90% 90% 100% More than 100%

productive non-billable time

Manage operational Budget variance 0% Exceeded on target 100% of target 5% below target 10% below target

expenses

Rating 3 Rating 4

Weight

Key Performance Area Rating 1 Rating 2

Outcomes Target sometimes Target consistently Actuals Assessment

(KPA) Target not achieved Target achieved result

exceeded exceeded

Subtotal for Financial Perspective 0%

Customer Perspective

Employee/team member Effective employee management,

0% 1 2 3 4

management measured by multi-rater feedback

No complaints

received,

No complaints compliments

Maintain relationships Number of complaints, compliments and Complaints received No complaints or received and received and formal

with internal and formal feedback 0% and no compliments compliments compliments feedback on service

external clients received excellence from a

manager and/or

client

Subtotal for Customer Perspective 0%

Internal Perspective

100% compliance

Manage housekeeping of Warehouse and store housekeeping and highlighted risks

Below 99%

warehouse(s) and 0% 99% compliance 100% compliance identified with

checklist compliance

store(s) preventative

recorded measures

Below 95% 96 to 98% More than 98%

Vehicle management Vehicle management checklist 0% 95% compliance

compliance compliance compliance

Rating 3 Rating 4

Weight

Key Performance Area Rating 1 Rating 2

Outcomes Target sometimes Target consistently Actuals Assessment

(KPA) Target not achieved Target achieved result

exceeded exceeded

Manage security of

warehouse(s) and Security checklist 0% Less than 95% 95% 96% to 98% More than 98%

store(s)

Accurate report

Accurate report submitted to

submitted to

Reports not Accurate report relevant stakeholder relevant stakeholder

Reporting Accurate reports, delivered within 0% submitted to submitted to managers, and risks managers, and risks

required timeframe relevant stakeholder relevant stakeholder highlighted and highlighted and

managers managers solution of

solution recommendation

recommended implemented

Subtotal for Internal Perspective 0%

Learning and Growth Perspective

Talent profile is

Talent profile is not Talent profile is current and accurate

Talent profile is

Talent database Talent profile is current and accurate 0% updated quarterly updated quarterly current and supporting

and accurate documentation is

and/ or inaccurate and accurate

submitted timeously

Execute personal All activities indicated on PDP are finalised Less than 80%

0% 80% achieved 90% achieved 100% achieved

development plan (PDP) according to target dates achieved

Knowledge transfer to team and

contribution towards communities of

Knowledge sharing 0% 1 2 3 4

practice (COP's), measured by multi-rater

feedback

Rating 3 Rating 4

Weight

Key Performance Area Rating 1 Rating 2

Outcomes Target sometimes Target consistently Actuals Assessment

(KPA) Target not achieved Target achieved result

exceeded exceeded

Formal mentoring plans contracted and

Mentoring executed, measured by multi-rater 0% 1 2 3 4

feedback

Relevant up skilling to address gaps More than 1 year to 1 year to address 9 months to address 6 months to address

Staff development plans between role requirement and actual 0% address gaps gaps gaps gaps

competence

Less than 80% of

Skills matrix 80% of relevant 90% of relevant 100% of relevant

0 0% relevant skills

PDP's skills mapped skills mapped skills mapped

mapped

Subtotal for Learning and Growth Perspective 0%

Manager: Employee:

Name Name

Position Position

Signature Signature

Date Date

Weighted

Score

0.00

Weighted

Score

0.00

Weighted

Score

0.00

Weighted

Score

0.00

Weighted

Score

0.00

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