Warehouse Superintendent - Kathu at Tshipi E Ntle Manganese Mining

KEY PERFORMANCE AREAS

Financial Perspective

Financial and budgetary effectiveness

• Deliver and manage an annual budget that represents best estimate of costs and supports the attainment of the organisation and business unit’s financial objectives.
• Allocate and monitor the utilisation of allocated funds to enable the attainment of objectives.
• Regularly review and proactively monitor and appropriately respond to spend against budget.
• Manage and report expenditure according to financial procedure.
• Budget variance
• % variance (actual vs planned).
• Cost saving initiatives
• % reduction on directly managed cost of production from previous year.

Internal Business Process Perspective

Designs and maintains stores processes and systems.

• Designs, maintains and updates stores management systems including implementing appropriate controls to eliminate losses.
• Ensures that established procedures for tracking purchase orders, requisitions, receipts and issues are maintained and reports deviations.
• Manages and implements re-order processes and controls to ensure that stock is always available.
• Document Management
• % compliance to document management control system procedure

Stores Management

• Monitors, reconciles, and validates financial documentation to payments and purchase orders.
• Plans, manages and reports on cycle counts to ensure that stocks levels are correct.
• Analyses and reports on stock variances.
• Ensures that stores and equipment are safely stored, cleaned and maintained in line with company processes and relevant legislative and regulatory requirements.
• Monitors and controls minimum and maximum stock levels and re-orders stock in line with established processes.

Compiles and submits relevant reports including:

• Obsolete stock report;
• Damaged stock report;
• Stocktake reports.

Ensuring the efficient and effective management of diesel processes by:

• Monitoring diesel dips are on a regular basis.
• Creating diesel orders timeously.
• Co-ordinating the diesel truck scheduling to the mine.
• Preparing and completing Chevron and Crossroads packs and sending to Finance timeously.
• Preparing diesel reconciliations on a monthly basis and investigating and reporting on variances.
• Enforcement of procurement policies
• % ZAR procurement in terms of policy/total ZAR procurement.
• IT system utilisation
• Independent annual review of consistent use of all functionalities of all IT systems under control of the function.
• Warehouse reports
• % stock variances.
• Out of stock incidents.
• Re-order reports.
• Legislative compliance
• Number of non-compliance incidents.

Diesel management:

• Tanks always have about 2 days’ worth of diesel.
• Diesel orders to be created within 24 hours after delivery.
• Diesel recon variance to be within 5%.

People management and leadership

• Manage performance of direct reports ensuring agreement of annual goals, measuring performance against agreed goals and dealing with non-performance accordingly.
• Talent management of direct reports, including career developments and paths for all staff and succession planning for key positions.
• Ensure that the working environment contributes to improving staff morale and increased productivity.
• Coaching and mentoring of direct reports.
• Ensuring a healthy and safe work environment for employees.
• Leadership / performance indicator
• 360-degree feedback rating.
• Transformation - Achievement of plan (EE, BBBEE, SLP)
• % achievement of plan (actual vs planned).
• Performance Management
• Number of performance contracts in place.
• Number of performance talent conversations held.
• Number of IDPs in place.
• Employee engagement rating
• TBC.
• Adherence to Departmental/ functional training plan (input into WSP and ATR)
• % adherence to training plan.
• ZERO harm
• LTIFR.

Customer Perspective

Customer Relations Management

• Management of customer expectations; adherence to defined performance standards, customer requirements and the effective delivery of warehouse services to the business.
• Meeting the logistics functions performance in terms of agreed KPA/KPI’s.
• Driving customer satisfaction throughout the provision of warehouse services

Stakeholder engagement and management

• Negotiate with internal and external stakeholders to promote the business and service objectives of the company.
• Ensure that the needs of organisational stakeholders are prioritised and managed including:
• HOD’s.
• Colleagues and employees.
• Suppliers and contractors.
• Work with management, organization officials and staff members to discuss issues, coordinate activities, or resolve problems.
• Stakeholder Metric
• TBC

MINIMUM QUALIFICATIONS REQUIRED

• Matric.
• Certificate in Purchasing Management (NQF Level 4).

PREFERRED QUALIFICATION

• Diploma in Purchasing Management (NQF Level 5)

MINIMUM EXPERIENCE AND KNOWLEDGE REQUIRED

• Minimum 5 years’ experience as a store’s supervisor or specialist.
• Mining experience essential.
• Valid driver’s license.