Warehouse Supervisor-5 at The South African Breweries (SAB)

• The key purpose of this Role is to efficiently manage Warehouse to ensure all requirements from a Safety, Quality, Governance, Interfaces with Packaging and Brewing Process Areas (Where Applicable) and Inbound Logistics and Outbound Logistics to satisfy Internal and External Stakeholder Service Levels. KPI Management through Effective Reporting and Problem Solving (E.g. 5 WHY, Abnormality Reports, SIC, OPLs, RACI's, OWD's, PDCA's) Evaluate Problem Solving Conducted, Route Cause Identification and Action Items Conduct Problem Solving on Recurring Problem.

Key Roles and Responsibilities:

Excellence Programmes

• Ensure implementation and compliance of VPO and DPO Excellence Program

Safety

• Ensure compliance with the OSHA
• Conduct Risk Assessments to identify and mitigate potential hazards
• Work with Fleet & Safety Supervisor to ensure maintenance schedules are adhered to for Forklifts
• Analyse safety performance to identify trends and improve safety
• Lead by example and foster an environment where safety is a shared responsibility
• Investigate incidents to determine root causes and prevent recurrence
• Develop CAPEX plans to enhance safety within the Warehouse
• Organise and oversee onboarding and training of new and existing employees
• Ensure emergency preparedness of Warehouse

Quality 

• Quality Standards are adhered as per the VPO and DPO requirements including GOPs
• Product quality induction programme conducted
• Quality Standards on all Inbound and Outbound Logistics (FEFO, BB date, Batch Management etc) including receipts from Packaging are adhered to and managed on shift
• Ensure Stock Stored correctly and compliance to the Freshness and Rotation Policy (FEFO) as per VPO Standards
• Collaborate with quality teams to quarantine, inspect and release goods
• Track and Trend Quality issues to identify root causes – Work with other departments to improve quality related KPIs

Contractor/3PL Management

• Standardises Supplier and Internal Customer Management through SLA reviews
• Ensure Contractors/3PL alignment to Business Strategy
• Create an engaging environment to foster business partnerships and good relations
• Continuously engage Contractors/3PL to extract maximum productivity responsibly
• Ensure Contractors comply with SAFE requirements

Statutory 

• Adherence to the Health, Safety and Environmental Standards
• Department of Labour Stacking Exemptions complied with
• Site housekeeping standards maintained to ensure adherence to site safety standards
• Ensure compliance to all relevant legislation

Financial Management 

• Develops and manage budgets and forecasts
• Controls expenditure against budgets and forecasts
• Minimize overtime and temporary employee usage
• Minimize use of Contractors/Temps and manage within relevant legislation
• Authorizes expenditure and ensure adherence to the Procurement to Payment policy
• Continuously look for financial optimization opportunities internal and external
• Weekly monitoring of general ledger accounts to ensure adherence to budget and forecasts
• Monthly financial performance analysed and necessary plans put in place to correct if required
• Optimises SCOH Management and ensures Problem Solving approach is followed

People

• Enhance people capability and development through SKAP, OoO , IDP Coaching, Training
• Employees are managed in accordance with the Company’s Performance Management philosophy and principles
• Input into Training needs analysis to ensure sustainability and continuation
• Provide on the job coaching and mentoring to ensure continuous improvement
• Manage Employees in a manner that maintains a healthy industrial relations climate
• Employee’s punctuality and attendance managed to meet operational requirements
• Effective Leave Management
• Time and attendance, overtime and shifts via SAP administration effectively managed
• Ensure that all Employees are conversant with relevant business information, policies, processes and procedures

Support social systems

• Create an environment that allows for cross functional learning and integration

Stock Count 

• Ensuring daily counts are completed to ensure ERP vs Physical are aligned and where variances these are investigated and closed to ensure all movements
• 100% of all material and SKUs is counted monthly as per MICs requirements
• Ensure Obsolescence write offs risks are mitigated
• Manage KPIs and PIs linked to Inventory (E.g. Stock Posting Time, Inventory Accuracy, OOR, DIO)
• Reduction in Supply Chain Overheads through the utilisation of Problem-Solving Tools

Inbound & Outbound Logistics

• Ensuring any escalations of Delivery Schedules and Inbound Retpack Plans not materialising takes place timeously with Supplier and T1 Control Room before risk materialises
• Monitoring Outbound Plan is sufficient to manage Warehouse Capacity, FTCT and OTIF
• Manage KPIs and PIs linked to Inbound and Outbound Process (E.g. FTCT and all related PIs, DLPA)
• Reliable Supply of Quality Raw Materials to ensure no production stoppages. OOR KPI Managed to ensure
• Packaging Line and Brewing Process Area Interfaces for Raw Materials, Finished Goods and Returnable Containers 
• Process Control Owner to ensure Bin Card Process is managed to meet LCA requirements and reconciliation between two parties takes place shiftly and discrepancies are resolved timeously
• Problem Solving Stock Discrepancies and ensuring route cause is identified and resolved
• Actions developed to improve process control together with packaging and brewing process area owners

Additional Interface Requirements

• Management of DCBL Process and Problem Solving DCBL impacts to ensure Sites and Customers not adhering to sorting standards are held accountable
• Review MBFU and FRI Results Captured and drive Problem Solving on gaps identified
• Operations (Picking, Sorting, Pallet Repairs, Decanting, Overpacking)
• Management of Daily Priorities and efficiencies based on Operational Requirements. Management encompassing the PI/KPI results, Safety, Problem Solving to Improve, Payment for Services etc)
• Some important KPIs/PIs E.g. DOC, Packaging and Brewing Plans, OTIF, T1 vs T2/DS, Export Requirements, WNP, WQI, FNP etc.

Bottle Loss 

• ERP transactions reflect all Loss Points in the Logistics Operation (Breakages, MBFU from Sorting, Inbound Losses etc.) to ensure GL losses in ERP match Mass Balance Results
• Packaging Interface Processes and Routines as detailed above to ensure losses are reflected in the correct areas to drive problem solving
• Problem Solving Inventory Counting discrepancies to minimise swings

SCOH Management 

• ERP transactions reflect all Loss Points in the Logistics Operation (Breakages, Inbound Losses etc.) to ensure GL losses are reflected timeously in ERP
• Reduce Supply Chain Overheads through the utilization of problem-solving tools.
• Gate Control SOPs on Inbound and Outbound Loads are followed to ensure Un-accountable Losses are negated.

Forklift Management

• Permit to Work Management
• Supplier Management vs SLA

5S 

• 5S Compliance within Logistics Operations

LCA

• Ensure implementation and compliance of LCA Audit Requirements

PTP Process 

• GRIR/VIM Query Management

General

• Liason with Internal and External Customers
• Support Team Goals and VPO Principles
• Ensure strong routines for both Finished Goods and Raw Materials Warehouses to ensure KPIs are reviewed and managed
• Security cameras in key points on site & random verification conducted

Key Attributes and Competencies:

• Good interpersonal skills / builds good relationships
• Superior planning ability
• Ability to work under pressure
• Good verbal and communication skills
• Good self-management practices
• Strong achievement orientation
• Ability to adapt to and implement change effectively
• Excellent coaching capability

Minimum Requirements:

• 3-year relevant diploma/degree
• 3+ years Warehouse and or logistics experience advantageous
• Highly level computer user.
• SAP proficient