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2 Arbroath Road, HQ Bedfordview, 2008, South Africa.
Tel: (011) 970 3166
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Logistics Manager

Candidate: 455660
Available: Available
Location: Johannesburg (Incl. Northern Suburbs)
Gender: Male
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Logistics Manager
R50000- R70000
Immediate
Black
52
455660
Masters
Masters in Business Leadership

Bcom in Transport Economics:Introduction to the economic and management environment 101 Introduction to the economic and management environment 102 Accounting 101 Accounting 101 Business management 101 Business management 102 Introductory financial mathematics Economics 101 Economics 102 Quantitative modelling 1 Statistics 1A 101 Statistics 1B 102 Business management 102 Economics, Micro economics 201 Rational decision making Economics, Macro economics 202 Business management 202 Transport economics 201 Transport economics 202 Transport economics 203 Transport economics 204 Economics, Monetary economics 302 Strategic management 301 Strategic management 302 Purchasing management 301 Transport economics, Road freight 301 Transport economics, Sea freight 302 Transport economics, Air freight 303 Transport economics, Logistics management 306 Transport economics, Transport Theory 308 Economics 103
Masters In Business Leadership:Accounting for Managers, Economics for Managers, Value-Based Management, Corporate Governance and Ethics, Leading People. Leading Strategic Change, Strategic Financial Management, Strategic Leadership Project, Research Report, Strategic Human Capital Management, Strategic Sustainable Marketing, Strategy in a Global Context, Financial Reporting and Analysis, Business Research, Leadership Development, Executive Project Management
Motor Vehicle Engineering:Motor Vehicle Mathematics, Motor Vehicle Science, Engineering Drawing, Accounting
Matric:English, Mathematics, Geography, Biology, Physical Science, Bible Knowledge
Microsoft,MS Visio,MS Projects,MS SQL,MS Excel,MS Explorer,MS Outlook,MS PowerPoint,MS Query,MS Word,MS Visual Basic
ATM industry:Senior Logistics Manger From 2016-08 To 2018-03
Duties

I was responsible for developing an annual supply chain strategy, including mix of outsourcing, external and internal capacities for manufacturing, warehousing, distribution, sourcing and delivery to meet annual business plan. I developed a plan for supply chain strategy intent that aligns processes, and systems to analyse supply chain goals like plan, source, make, deliver and manage programs and resources that achieve a (triple A supply chain) which is aligned, agile and adaptable to business goals. I managed imports,

 

shipping, exports, distribution, warehousing, transportation in South Africa, and managed all customs related issues.

I managed ATM sales forecast, plan inventory optimisation of production, finished goods and WIP to ensure efficiencies in working capital deployed. I was measuring and reporting on supply chain drivers and metrics consisting of facilities, production, inventory, transport, information sourcing, pricing, supply chain reliability, flexibility, responsiveness, expenses, and asset utilization.

I had built sophistication in demand planning forecasting processes with the objective of accuracy between forecast and actual ATM sales. I had ensured world class ERP systems are implemented to create visibility throughout the supply chain pipe line.

I practised lean and just-in-time to eliminate all waste to develop a supply chain operation that is faster, dependable, delivers quality products and services.

Understanding of pull versus push supply chain in order to influence change in achieving high customer service level and agile warehousing, distribution and logistics.

I managed budgets, working capital and other expenses.

I ensured supply chain manages forecast variables like supply, demand, product characteristics and competitive environment, and using qualitative, casual, time series and simulating forecasting methods.

I developed value adds through network optimisation to ensure quality, cost, flexibility, dependability and speed to market and transport metrics.

I ensured that inventory plan reflects SKU level in distribution and corresponding service levels

I measured distribution through put and designed continuous improvement tools like Value analysis, DMAIC to radical re-design supply chain processes.

I managed physical assets, Risk management, and SHEQ.

I had built network optimisation which includes planning, production, inbound, operations, warehousing, outbound, distribution and transportation.

I developed logistics distinct business units that segments customer requirements scenario and simulation in manufacturing, production inbound, operations, outbound operations and customer service to provide business solutions.

I ensured proper material accounting in in-bound, operation and out-bound logistics is managed properly.

I had designed effective training processes through needs and gap analysis, evaluation plans, training methods, creating a learning and continuous improvement culture. I ensured employee development is aligned to company goals, creating sustainability of training with emphasis on performance.

I managed HR and industrial relations issues with employees.

I managed physical assets in the warehouse

I managed and developed talent pipeline and skills development for the department

Management of vehicle fleet, assets, warehousing and logistics

 

Achievements

 

Diebold Nixdorf South Africa:

I optimised warehouse layout to accommodate 30% stock increase.
I improved materials handling practises. I improved warehouse practices includes 5S implementation. I improved First-in First-Out practices of fast moving parts.
I decreased safety incidents by 14%. Improve safety practises and resolve OSHACT issues in Safe transportation, Safe materials handling and forklift safety operations.
I improved warehouse picking procedures (FIFO), equipment and machinery to meet German standards.
Implemented Cycle counts, decreased missing parts, optimized employee efficiencies, implemented daily 10-minute operational meetings and weekly safety toolbox talks.
I managed to have a 12% decrease in customer complaints. improved packaging practises and safety in transportation to decrease damages to final products in transit.


Automotive - Motor Vehicles:Manager, Technical and Logistics From 2009-02 To 2016-07
Duties

I was required to monitor actual costs with budgets and develop and implement the Aftermarket Business Plan. This required me to manage and monitor parts sales at dealers, and assist with service and maintenance agreements, whilst optimizing part sales and workshop sales.
I compiled reports for the After-Sales Logistics General Manager and comment on findings. In addition I am involved with price negotiations on local parts accessories, life style materials and car parts.
It was my duty to promote the company’s concept of “Genuine Parts”, whilst implementing SAP systems in the After Sales division, and optimizing dealer stock levels with the replenishment system.
As a Technical and Logistics Manager, I was required to achieve budgeted gross profit and turnover at a national level for the Parts and Accessories division, in addition to developing, implementing and maintaining a replenishment system.
I was required to measure and manage the supply rate per supplier and purchasing of parts, whilst managing the warranty and goodwill budget, and maintaining a web based electronic parts catalogue.
It was my duty to ensure customer satisfaction, and to manage and implement new warehouse strategies to operate the warehouse more effectively, whilst utilizing the optimization of inventory for Parts and Accessories. I managed the Parts Warehouse logistics and ensured that monthly KPI’s are met.
In addition, I produced a training platform for the dealers and after sales staff.
From a strategic perspective, I was required to support BMW Group’s vision and mission of ultimate dependability by managing the parts logistics processes to ensure customers receive the most dependable parts and after sales service possible.
On an operational level, I managed the optimum stock holding figures and I was required to manage Dealer Parts Returns (RFC). I oversee the quality control of RFC returns and locally supplied parts and ensure optimum Parts Stock holding to reduce down time on vehicles and to maintain a First Pick availability of 98%.
I was required to manage and take accountability for the stock accuracy within the Part Warehouse, whilst managing the warehouse performance standards. My duties included the management and final approval for inbound and outbound logistics ensuring that costs are within budget to enhance profitability. I managed part inventory stock days according to business plan objectives, whilst managing local suppliers and P & A Warehouse operations.
I was required to manage dealer backorders to ensure customer satisfaction, and an effective parts replenishment pipeline to ensure constant flow of parts.
My position required me to attend PIC (Product Implementation Committee) meetings, whilst managing all parts operations related to new and existing product ranges.
I ensured there was effective communication within the P & A department and customers.
From a financial perspective, I managed the after sales and parts department budget costs.
With regards to staff management, I managed and provide guidance to P & A staff on daily operation queries, whilst managing and providing guidance on warehouse operational issues and ensuring a disciplined work force. I was required to instil a continuous improvement culture and lead the department with both high-quality standards and the lowest possible cost

 

Achievements

 

BMW Group South Africa:

 

I reduced Parts Technical Queries telephone calls by 90% by implementing an After-sales Parts PuMA system to all BMW dealers to log queries on.

I reduced the returning of parts by dealers to BMW by 40% after re-visited the parts return system and compiled discrepancy literature for all BMW dealers as guide lines and added two enhancements: a section

 

 

where to add photos directly to the system and a section where to write notes between BMW dealer network and BMW Group SA.

I saved BMW Group SA money by 30% of all local cost of sales of parts by developing and implementing the After-sales local vendor return system that was non-existent before for all damaged and faulty parts coming from the local suppliers to the warehouse.

I reduced the time it takes by 50% to process the parts order request forms on SAP by automating the parts order request system.

I reduced BMW Group Dealer Key Store orders duplication to zero % by creating and implementing the new Key Store system as a result saving dealers and BMW Group SA money. Implementing this new Key Store system also has improved the time it takes to process Key Store orders by 90% as sales orders can be processed in bulk within seconds and that there is a direct trail of information as documents are attached directly on the order and both dealer and BMW can see them at any time


Automotive - Motor Vehicles:Export Component Analyst From 2005-10 To 2008-11
Duties

I was overseeing the run-in and run-out of catalytic converters with minimal obsolescence.

I was responsible and accountable for the procurement of catalytic converter manufacturing materials from approved local suppliers and sub-suppliers taking into account the cost and profit objectives of the company.

I was conducting regular visits at supplier’s premises by ensuring the effective reconciliation of stock at the locations of coaters and canners, as well as being vigilant towards stock level fluctuations at the customer plants.

I ensured that the weekly releases are timorously forwarded to the local manufacturer (canners and coaters) in order to ensure a steady flow of products to the various overseas warehouses in order to support the customer FCSD and After-market requirements.

I conducted weekly meetings with canners and coaters in order to control and manage challenge areas within the supplier network to ensure the uninterrupted supply of products to customer plants.

I conducted weekly teleconference meetings with the overseas customers, canners and coaters to identify any challenges hampering the supply of catalytic converters to these overseas customers and come up with solutions.

I managed the stock balances with demands

I prepared monthly, quarterly and yearly brick budget accounts.

I recommend and implemented controls to meet budgeted costs.

I developed catalytic converter suppliers and sub-suppliers so that they can be economically independent and always manufacture catalytic converters with the latest technology.

I prepared monthly, quarterly & yearly Management reports focussing on variance analysis and line product costing

Achievements

 

Ford Motor Company of Southern Africa:

 

I was presented with an award and certificate by the General Manager of Material Planning and Logistics at Ford for turning around the Ford Customer Service Department (FCSD) catalytic converter business by getting 100% Supplier Index Metrics (SIM rates) for a period of two successive years

 


Duties

 

I was responsible for workshop duties relating to the preparation of field evaluation vehicles

I liaised with dealers and customers on field concerns of all evaluation vehicles

I assisted the quality department with problem solving on quality and build concerns of all field evaluation vehicles.  I gained Comprehensive experience in the analysis of vehicles and customer concerns

 

 

I interface with Customer Service Department to identify early warning signal and use their support to implement corrective action.

I investigated quality concerns, initiated robust corrective action, and maintain follow-ups visits.

I provided recommendations to Component Engineering Department on design weaknesses

 

Achievements

 

Ford Motor Company of Southern Africa:

 

I was part of the Ford Bantam Proto-type project from inception to finish.


Automotive - Motor Vehicles:Product Specialist From 2000-08 To 2005-09
Duties

I was overseeing the run-in and run-out of catalytic converters with minimal obsolescence.

I was responsible and accountable for the procurement of catalytic converter manufacturing materials from approved local suppliers and sub-suppliers taking into account the cost and profit objectives of the company.

I was conducting regular visits at supplier’s premises by ensuring the effective reconciliation of stock at the locations of coaters and canners, as well as being vigilant towards stock level fluctuations at the customer plants.

I ensured that the weekly releases are timorously forwarded to the local manufacturer (canners and coaters) in order to ensure a steady flow of products to the various overseas warehouses in order to support the customer FCSD and After-market requirements.

I conducted weekly meetings with canners and coaters in order to control and manage challenge areas within the supplier network to ensure the uninterrupted supply of products to customer plants.

I conducted weekly teleconference meetings with the overseas customers, canners and coaters to identify any challenges hampering the supply of catalytic converters to these overseas customers and come up with solutions.

I managed the stock balances with demands

I prepared monthly, quarterly and yearly brick budget accounts.

I recommend and implemented controls to meet budgeted costs.

I developed catalytic converter suppliers and sub-suppliers so that they can be economically independent and always manufacture catalytic converters with the latest technology.

I prepared monthly, quarterly & yearly Management reports focussing on variance analysis and line product costing

Achievements

 

Ford Motor Company of Southern Africa:

 

I was presented with an award and certificate by the General Manager of Material Planning and Logistics at Ford for turning around the Ford Customer Service Department (FCSD) catalytic converter business by getting 100% Supplier Index Metrics (SIM rates) for a period of two successive years

 


Duties

 

I was responsible for workshop duties relating to the preparation of field evaluation vehicles

I liaised with dealers and customers on field concerns of all evaluation vehicles

I assisted the quality department with problem solving on quality and build concerns of all field evaluation vehicles.  I gained Comprehensive experience in the analysis of vehicles and customer concerns

 

 

I interface with Customer Service Department to identify early warning signal and use their support to implement corrective action.

I investigated quality concerns, initiated robust corrective action, and maintain follow-ups visits.

I provided recommendations to Component Engineering Department on design weaknesses

 

Achievements

 

Ford Motor Company of Southern Africa:

 

I was part of the Ford Bantam Proto-type project from inception to finish.

Johannesburg (Incl. Northern Suburbs)
Randburg
English
Zulu
No
Yes
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Available
Yes
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