Description:
RESPONSIBILITIES
Core Accountability Areas
- Delivery & logistics performance (Retail + Redistribution)
- Fleet efficiency, utilisation, and cost
- Warehouse productivity, stock handling, and shrinkage
- Procurement discipline and supplier governance
- Operations cost control and reporting
- SOPs, governance, and segregation of duties
- Store operational efficiency (back-of-house and floor support)
6 - Month Operational Mandate (Top-of-Mind Objectives & KPIs)
1. Restore Fleet Efficiency & Reduce Delivery Costs
Objectives
- Stabilise fleet utilisation and route execution
- Reduce downtime, breakdowns, and emergency interventions
- Bring delivery cost per case back to industry-acceptable levels
KPIs (within 6 months)
- Delivery cost per case reduced by further 15–20%
- Fleet utilisation > 85% (daily route completion vs capacity)
- Unplanned breakdowns reduced by 40%
- On-time delivery rate consistently > 95%
Build a Disciplined Procurement & Supplier Management System
Objectives
- Eliminate procurement leakage and ad-hoc purchasing
- Implement structured sourcing, pricing, tendering, and contract management
- Reduce stock levels through better planning and discipline, while maintaining >95% available in stock
- Reduce overstocks to <5% by value based on target days
KPIs
- 5–10% procurement savings on key categories (fuel, repairs, consumables, outsourced logistics)
- Approved Supplier List (ASL) implemented across all depots
- Zero purchases outside approved PO system
- Monthly price-variance reporting for top 20 suppliers
- Measurable reduction in stock levels without service degradation
3. Fix Warehouse Productivity, Stock Handling & Shrinkage
Objectives
- Implement clear SOPs, structure, and accountability in warehouses
- Improve accuracy, speed, and labour productivity
- Reduce shrinkage and handling inefficiencies
KPIs
- Picking accuracy materially improved
- Stock shrinkage reduced (tracked monthly)
- Average picking time per order improved by 20%
- Warehouse labour productivity (cases per labour hour) increased by 25%
4. Implement Governance, SOD, Reporting & Cost-Control Mechanisms
Objectives
- Ensure operational processes cannot be bypassed
- Build transparency, visibility, and accountability across Ops
- Review and strengthen existing systems and controls
KPIs
- Full Segregation of Duties (SOD) matrix implemented for Ops, Fleet, and Procurement
- Monthly Operations cost dashboards live (fuel, repairs, labour, overtime, rented fleet)
- Overtime reduced to near zero through better planning and staff rotation (≥60% efficiency)
- Zero unauthorised purchases or unapproved supplier usage
- Operations dashboard implemented to track efficiency, trends, and exceptions
5. Customer Delivery Quality & Service Recovery (Including Stores)
Objectives
- Stabilise service levels for Retail, Distribution, and Key Accounts
- Improve in-store operational efficiency (tills, floor staffing, back-of-house flow)
- Restore customer confidence through consistent execution
KPIs
- Failed delivery rate reduced to <2%
- Customer complaints reduced by 30–40%
- OTIF (On-Time In-Full) service level > 96%
- Route performance dashboards implemented across all depots
- Distribution SOPs fully documented and enforced
- Delivery labour productivity (cases per labour hour) increased by 25%
Ongoing Responsibilities (Post-Stabilisation)
Logistics, Warehousing & Distribution
- Own end-to-end order fulfilment and delivery execution
- Align warehouse, fleet, and sales planning
- Reduce manual workarounds and operational firefighting
Fleet Management
- Lead rent vs buy strategy and fleet rationalisation
- Control fuel, maintenance, insurance, accident, and rental costs
- Implement telematics, preventative maintenance, and driver KPIs
Retail & Redistribution Operations
- Ensure consistent operational standards across stores and depots
- Balance service excellence with margin and cost discipline
- Support store managers with clear operational frameworks
Cost Control & Continuous Improvement
- Own the operations cost base
- Deliver sustainable savings, not short-term cuts
- Drive Lean thinking, SOPs, and root-cause resolution
Leadership & Governance
- Build and lead a strong operations leadership team
- Set clear KPIs and consequences
- Act as the operational voice at Exco and Board level
- Partner closely with Finance, Commercial, and IT
Requirements:
- Delivery & logistics performance (Retail + Redistribution)
- Fleet efficiency, utilisation, and cost
- Warehouse productivity, stock handling, and shrinkage
- Procurement discipline and supplier governance
- Operations cost control and reporting
- SOPs, governance, and segregation of duties
- Store operational efficiency (back-of-house and floor support)
- Stabilise fleet utilisation and route execution
- Reduce downtime, breakdowns, and emergency interventions
- Bring delivery cost per case back to industry-acceptable levels
- Delivery cost per case reduced by further 15–20%
- Fleet utilisation > 85% (daily route completion vs capacity)
- Unplanned breakdowns reduced by 40%
- On-time delivery rate consistently > 95%
- Eliminate procurement leakage and ad-hoc purchasing
- Implement structured sourcing, pricing, tendering, and contract management
- Reduce stock levels through better planning and discipline, while maintaining >95% available in stock
- Reduce overstocks to <5% by value based on target days
- 5–10% procurement savings on key categories (fuel, repairs, consumables, outsourced logistics)
- Approved Supplier List (ASL) implemented across all depots
- Zero purchases outside approved PO system
- Monthly price-variance reporting for top 20 suppliers
- Measurable reduction in stock levels without service degradation
- Implement clear SOPs, structure, and accountability in warehouses
- Improve accuracy, speed, and labour productivity
- Reduce shrinkage and handling inefficiencies
- Picking accuracy materially improved
- Stock shrinkage reduced (tracked monthly)
- Average picking time per order improved by 20%
- Warehouse labour productivity (cases per labour hour) increased by 25%
- Ensure operational processes cannot be bypassed
- Build transparency, visibility, and accountability across Ops
- Review and strengthen existing systems and controls
- Full Segregation of Duties (SOD) matrix implemented for Ops, Fleet, and Procurement
- Monthly Operations cost dashboards live (fuel, repairs, labour, overtime, rented fleet)
- Overtime reduced to near zero through better planning and staff rotation (≥60% efficiency)
- Zero unauthorised purchases or unapproved supplier usage
- Operations dashboard implemented to track efficiency, trends, and exceptions
- Stabilise service levels for Retail, Distribution, and Key Accounts
- Improve in-store operational efficiency (tills, floor staffing, back-of-house flow)
- Restore customer confidence through consistent execution
- Failed delivery rate reduced to <2%
- Customer complaints reduced by 30–40%
- OTIF (On-Time In-Full) service level > 96%
- Route performance dashboards implemented across all depots
- Distribution SOPs fully documented and enforced
- Delivery labour productivity (cases per labour hour) increased by 25%
- Own end-to-end order fulfilment and delivery execution
- Align warehouse, fleet, and sales planning
- Reduce manual workarounds and operational firefighting
- Lead rent vs buy strategy and fleet rationalisation
- Control fuel, maintenance, insurance, accident, and rental costs
- Implement telematics, preventative maintenance, and driver KPIs
- Ensure consistent operational standards across stores and depots
- Balance service excellence with margin and cost discipline
- Support store managers with clear operational frameworks
- Own the operations cost base
- Deliver sustainable savings, not short-term cuts
- Drive Lean thinking, SOPs, and root-cause resolution
- Build and lead a strong operations leadership team
- Set clear KPIs and consequences
- Act as the operational voice at Exco and Board level
- Partner closely with Finance, Commercial, and IT
- Bachelor's degree in Operations Management, Supply Chain Management, Logistics, Industrial engineering, business Management, or a related field.
- Postgraduate qualification such as an MBA, MBL, or Postagraduate Diploma in Business/ Operations/ Supply Chain (advantageous)
- 5+ - 10+ years senior operations leadership experience
- Experience in retail, FMCG, wholesale, or logistics-intensive environments
- Multi-site, multi-region operational leadership
- ERP / WMS / routing systems experience
- Exposure to both retail and redistribution models
- Strong cost-control and execution discipline
- Hands-on, structured, and decisive
- Data-driven and KPI-obsessed
- Comfortable challenging legacy practices
- Calm under pressure, execution-focused
REQUIREMENTS
QUALIFICATIONS
- Bachelor's degree in Operations Management, Supply Chain Management, Logistics, Industrial engineering, business Management, or a related field.
- Postgraduate qualification such as an MBA, MBL, or Postagraduate Diploma in Business/ Operations/ Supply Chain (advantageous)
EXPERIENCE
- 5+ - 10+ years senior operations leadership experience
- Experience in retail, FMCG, wholesale, or logistics-intensive environments
- Multi-site, multi-region operational leadership
- ERP / WMS / routing systems experience
- Exposure to both retail and redistribution models
- Strong cost-control and execution discipline
SKILLS AND KNOWLEDGE
Leadership Style
- Hands-on, structured, and decisive
- Data-driven and KPI-obsessed
- Comfortable challenging legacy practices
- Calm under pressure, execution-focused
12 Jan 2026;
from:
careers24.com