R*****n

Supply Chain Manager
June 5, 1974

About Candidate

I have more than 20 years of experience in the Logistics / Supply Chain Industry – with at least 15 years at Management level – performing various roles / functions including Customer Service, Site Manager, Warehouse / Inventory Manager, Distribution Manager, Production / Packaging Manager, Logistics Planner, Distribution Resource Planner, DC Manager – and more senior roles as Regional Logistics Manager, National Logistics Manager, General Manager – which included functions / management of Procurement, Operations, Supply Chain Planning (including Demand; Production; S&OP; Distribution / Logistics Planning {Primary & Secondary Distribution; B2B/B2C}), Analytics, Strategic & Financial Planning / Management, Health & Safety, Quality, Food Safety, Fleet Maintenance, Site Maintenance, Security, Risk Management (end-to-end Supply Chain Functions).  In most of these roles I have had to manage several teams with many individuals reporting to myself. My experience and exposure spans across various sectors including Food & Beverage, Pharmaceutical, FMCG, Chemical, 3PL, Furniture, Transport & Logistics.

I hold a Higher Diploma in Warehouse Management (Graduated with Distinction) and hold the CIMA Qualification with CGMA, ACMA Designations (Chartered Global Management Accountant – which is internationally recognized). My CIMA qualification focuses on business, giving me more than just accounting knowledge. Combined with my experience – I am both financially qualified and professionally trained in business management – capable of advising on business strategy and risk management.

The combination of my Previous roles has exposed me to the full end-to-end Supply Chain Cycle which can only enhance my ability to add value to your business.

 

Location

Education

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Senior Certificate 1991
Reservoir Hills Secondary School

High School - Passed Matric (Grade 12) with Exemption

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Warehouse Management Diploma 2001
Damelin

Higher Diploma in Warehouse & Inventory Management

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CIMA (ACMA,CGMA) 2021
CIMA

Financial & Strategic Management

Work & Experience

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General Manager (Temp Contract) 10/01/2021 - 03/31/2022
S Beth Group

Medium Sized Transport Company contracted to the mines for transport of Coal, Chrome, Scrap, etc • Distribution Management • Fleet & Workshop Management • Management of Staff • Managing relationships with customers • Admin & Finance Management • Strategic Planning & Management • Risk Management • Project Management • Contract Negotiation • Health & Safety

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National Logistics Manager 09/21/2020 - 09/30/2021
CORICRAFT

• I was responsible for the National Management of Logistics – which included multiple DC’s based in Gauteng, KZN, Western Cape, Nelspruit, Polokwane, Bloemfontein, Kimberley, Gaborone (Botswana) with a National total of over 40 Showrooms and 4 Clearance Centres – each having a component of owned or outsourced (or both) fleet and staff. • I would make quarterly visits to each DC and interact with each on a daily/weekly basis. • I was responsible for Health & Safety Management as well as the Facility Maintenance for the JHB DC and Security / Security Service Provider. • My role involved the alignment of all Supply Chain Processes (Warehousing / Distribution / Planning / Logistics / Customer Service) in order to improve service levels; efficiencies and minimise costs. I achieved this by first understanding and reviewing several existing processes, procedures & practices; strategic analysis – and implementing streamlined processes that would benefit / add value to the business – based on my previous experience and the projected benefits to the business. I was able to reduce Distribution costs by analysing the various areas serviced by each DC and recommending specific days/areas for delivery (per DC) – which resulted in a massive reduction in km’s travelled and subsequently a reduction in costs and overtime. • I negotiated better rates with 3rd party transporters (which I was responsible for managing) and reduced costs and risk by outsourcing certain deliveries eg. Hoisting & Long Distance I • In addition to scheduling and executing customer deliveries on a daily basis (with a 48 hour lead time from booking and mainly with our own fleet / staff) – I was also responsible for the execution of campaigns – whereby ‘new’ items had to be delivered to each showroom on specific dates (having being just received / arrived later than planned from Production site in Cape Town) – as these deliveries had to coincide with the scheduled Merchandiser at each store and the launch date of each campaign – whilst aligning with the scheduled day to the area • Through various adjustments to processes, I was able to change the delivery line on the Income Statement to a positive (previously always negative). I would compile a monthly management report that would provide an analysis (by region/DC) on the Distribution costs – which included Showroom, Web (online) & Repair Orders – in comparison to Delivery Revenue Received, Logistics Operating Costs vs Budget – with commentary / explanations for any anomalies. • I worked very closely with Sales, Customer Service, Manufacturing, Imports, Finance and other Departments of the business in order to collectively reach our goals. • During my role I was also responsible for various Projects – including Building & Construction / Optimisation / Improvements to both the JHB & KZN Facility; Reviewing layout of DC to receive and accommodate all inbound containers (previously held in Cape Town) • I also worked closely with the Supply Chain with the scheduling / prioritizing of inbound imported containers and manufactured shipments from the factory based in Cape Town – including the analysis and recommendations for improvements to packaging of locally produced items – which in turn reduced the number of RMA’s (Customer Complaints) – as the stronger packaging minimised the risk/damage to items during transit & handling and subsequently Logistics costs. • I proposed and made changes to various processes within the Supply Chain (including those not under my Management eg. Warehouse, Receiving, Quality Control, Centralised Customer Service) which ultimately benefitted the Supply Chain as a whole. • I increased the number (types) of items that were recycled compared to previous items that were disposed of as General Waste and negotiated better rates of recycling of Cardboard, Paper & Plastic. During my time in these roles, I was part of the Health & Safety Management Team and served as initiator for Disciplinary Enquiries. I was also responsible for the Jhb DC Fire / Safety / Insurance Compliance & Audits. Summary of Skills / Attributes for this Role: • National Distribution Management (Primary & Secondary Distribution) • Fleet Management • 3rd Party Supplier Management • Supply Chain Management • Introduction and implementation of Distribution Systems • Development & Management of KPI’s based on Management Team Goals • Management of permanent staff – Performance / development plans / motivation / training • Management of labour brokers / contractors • Management Reporting • Planning & Execution of Delivery Plans • Management of owned and 3rd Party vehicles • Industrial relations / Disciplinary procedures • Managing relationships with customers • Optimised Customer Service (internal & external) • Management of Fleet Maintenance • Risk Management including Outsourced Security • Project Management • 3rd Party Contract negotiation & management (Labour Brokers, External Transporters, Security, Waste Management, Cleaning, Other Service Providers) • SLA development & management • Composition, Training, Implementing & Revision of SOP’s • Action Planning • Demand Planning • Contingency Planning • Re-active Planning • Reverse Logistics • Subordinate Performance Development Reviews • Budget Management • Zero Based Budgeting • Monthly Flash Reviews (Compiled own Cost Centre Income Statement, Reporting & Analysis) – for multiple DC’s • Management of Own Fleet – including Fleet Optimisation for National Fleet • Continuous Improvement • Strategic Planning – including Route to Market Optimisation

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General Manager (Contract) 03/01/2020 - 08/31/2020
Cherry Bomb Logistics

Report into Managing Director • Distribution Management • Fleet & Workshop Management • Management of Staff • Managing relationships with customers • Admin & Finance Management • Project Management • Risk Management • Strategic Planning • Contract Negotiation • Health & Safety Management

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Regional Logistics Manager 08/01/2016 - 02/28/2020
The Beverage Company

• As the Regional Logistics Manager – I was responsible for managing 2 DC’s in Johannesburg (Isando & Boksburg) including the Warehousing / Inventory / Pallet Rental (CHEP) / Customer Service / Fleet / Scheduling / Distribution (Primary & Secondary) – Own and Outsourced/ Site Operations / Maintenance functions - of various Soft Drinks / Juices / Energy drinks - to our own DC’s located in KZN, EC & WC – as well as local and export 3PL’s and customers located in Gauteng, Free State, North West, Limpopo, Mpumalanga, Northern Cape, Namibia, Botswana, Zambia, Swaziland, Lesotho, Mozambique, etc. • In addition to managing the various 3PL Distributors, I performed various analyses of own distribution costs from the JHB DC to provinces such as Free State, North West, Mpumalanga, Limpopo, KZN vs 3PL Distributors in these regions and was instrumental in setting up these 3PL Distributors in order to improve customer service and drastically reduce Distribution Costs. I was responsible for managing these Distributors against the respective agreements and the KPI’s outlaid therein. • The Beverage Company is one of the largest producers and distributors of House Brand Beverages for the likes of Key Accounts such as Pick n Pay, Shoprite Checkers, SPAR, Makro, Food Lovers Market, Choppies, OK Foods, Cambridge Foods including Brands such as Pepsi, Mirinda, 7Up, Mountain Dew, Reboost, Capri-Sun, Refresh, Coo-ee, Jive, Chill, Kwencha, etc. • All sku’s held in the 2 DC’s that I managed were produced at one of 4 Gauteng based sites (2 owned and 2 outsourced) – for which I managed the Primary Distribution (from Manufacturing site to relevant DC) – or from/to one of our owned sites in KZN/EC/WC – dependant on SKU. This Distribution had to be carefully planned and resourced in accordance with demand for other regions - and production plans at each manufacturing site – as space for finished product was limited at the production sites and the main JHB DC. Secondary distribution to 3PL’s and other Customers was executed using a combination of our owned Fleet and Outsourced Transporters – with a delivery lead time of 48 hours for Gauteng and 72 Hours for National/Export Orders. Being a seasonal business – the DC’s operated on various cycles/shifts which included 24/7 during Summer / Peak periods – dispatching over 120 Super-link Loads per 24 Hour cycle. Customer requirements varied based on Delivery DC / Individual Store Delivery / Product Shelf Life into respective DC vs Individual Store / Campaigns / Booking Windows / Vehicle Size / etc. • I was responsible for Full OPEX and CAPEX management for each DC – from building zero based budgets (with full analysis/calculations) to monthly management reporting which were Presented at Board Level. As the cost centre owner – reporting into the Head of Logistics (with a dotted reporting line to the Head of Strategic Finance {HOSF}), I was required to track, prepare and present (with analysis) – the monthly management accounts for my department in preparation for the monthly distribution flash reviews - in the form of my monthly income statement – which I looked at regularly during the month – but then submitted to and reviewed with the finance department (HOSF & CFO). The monthly review included various KPI’s & Reports: Distribution Variance Analysis, On Time In Full (OTIF), Strike Rate, Open Orders, Synergy Savings, Flexed Budget & Costs, etc. (either in the form of Excel summaries; pivot tables; etc. or graphic representations using PowerPoint) - providing a ‘value added’ summary of budgeted sales volumes and costs in comparison to actual sales volumes and expenditure – split into fixed and variable costs. Variances needed to be explained (with detailed commentary) – whether positive or negative. In addition to my budget vs actual comparison – I presented a flexed calculation for each variable line based on actual sales volume performance. The month end inventory cycle count variance report would also be used to identify inventory variance values and the reason/s thereof. In compilation of the monthly income statement – I would ensure that all respective expenses had been processed / Purchase Orders raised & approved / accrued for the month and the summary would be sent to the Distribution Finance Partner (DFP) who would consolidate into a summary of all the regions and report on the business as a whole. Prior to the month end review, I would spend time with the DFP going through the detailed commentary for the reports. I would also prepare a separate Monthly Report on any fluctuations in operating resources/costs e.g., fuel price, overtime, effects of load shedding, system downtime, vehicle availability, etc. and the impact that these factors had on the operation. This monthly flash review was a session held on the 4th working day of the new month - with the various RLM’s, HOL, DFP, Supply Chain Director, HOSF & CFO – during which we would present the analysis of the previous month’s performance against budget (both as a direct comparison and ‘flexed’ in comparison to actual volume with a varied calculation). This review would also provide insight into the organisation’s performance and the factors that influence the said performance. In addition, the group review discussion included identifying opportunities for the different regions to ‘offset’ certain expenses through ‘synergy’ savings. • I was also responsible for Risk Management (including Security and Processes) – which involved minimising stock losses (shrinkage) from Theft & Breakages; internal audits on processes; investigations on theft & variances. I was a member of the Health & Safety Management committee – ensuring that each of my sites were audited / addressed / compliant with regulations of the OHS Act • I was involved with various Strategic initiatives – which included relocating the DC (on more than one occasion) and the eventual consolidation of the 2 Johannesburg DC’s into one ‘Mega DC’ to reduce operating costs / equipment / labour as well as revising our distribution footprint / methods / fleet mix – which included moving owned fleet from JHB to East London DC (and outsourcing long distance deliveries for JHB) – which resulted in a savings for both sites. I was also part of the SAP Team – from inception (requirement specifications – to – testing/rollout / training / implementation); Finding and implementing a solution for deliveries during peak periods when transporters were limited / not willing to service the regular routes • Through closer management of ‘short dated’ inventory – I was able to reduce the amount of write-offs by compiling and regularly (weekly) communicating these to the Sales team - in order to drive the sales of specific items before they became short dated / expired and ultimately had to be written off. This report provided a comprehensive view of dates; time left before expiry; value; trend – at sku level • I was responsible for inventory accuracy – which I maintained by ensuring that daily, weekly & monthly cycle counts were performed – with a full investigation & understanding of variances before posting. • My role also involved working closely with demand planning on a daily basis – to prioritize production of inventory – based on delivery requirements – which would change erratically due to promotions run by Key Account Customers. This also included regular liaison with the “buyers” for these customers – some of which were physically located in other provinces. Other functions included managing the logistics around raw and packaging materials in order to meet the Production Plan requirements • I was part of the Health & Safety Management Team, Union Management Team and served as either initiator/chairperson for Disciplinary Enquiries. I represented the business at the CCMA on multiple occasions. I was also responsible for Site Fire / Safety / Insurance Audits & Compliance. Summary of Skills / Attributes for this Role: • Warehouse & Inventory Management • Distribution Management (Primary & Secondary Distribution) for Multiple DC’s • Fleet Management • Supply Chain Management • Resource Planning & Management • Procurement, Inventory, Production Planning • Raw Material & Packaging Logistics • CHEP Pallet Management • Sales Admin & Customer Service Management • 3rd Party Supplier Management • 3PL Distributor Management • Introduction and implementation of Distribution Systems • Development & Management of KPI’s based on Management Team Goals • Management of permanent staff – Performance / development plans / motivation • Management of Labour Brokers (over 80 labour brokers / contractors) • Planning & Execution of Delivery Plans (SLA & OTIF Management) • Management of 13 owned and 80mil per month Square Meterage of Warehouses : Warehouse #1 - 10000sqm Warehouse #2 - 20000sqm Distribution Fleet : 13 vehicles – Owned 20 – 50 vehicles – Outsourced (for Primary & Secondary Distribution) IT Systems : Sage Evolution Syspro SAP B1 Trackmatic Sage 300 People Jarrison Time ERS BIO Microsoft Office

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Various: Warehouse Manager; Warehouse & Packaging Manager; Warehouse & Distribution Manager 02/01/2010 - 07/31/2015
Aspen Nutritionals

• I was first responsible for inbound and outbound Warehouse functions – with the responsibility of managing the suppliers and receipt of all raw & packaging materials (skim milk, base powder, whey protein, soy bean, palm oil, canola oil, nitrogen gas, etc); the warehousing and inventory control of such; the issuing of these to Production as per the Production Schedule; the receipt of Finished Product from Production; the movement of finished product to the 3PL • After 3 months I was promoted to the Warehouse & Packing Manager – responsible for the previous functions as Warehouse Manager – as well as the Blending department and 3 production lines (2 x Sachets and 1 x Can Line). This role involved working closely with the Supply Chain Manager – having to forecast and negotiate rates on raw / pack materials from international suppliers – in terms of quality requirements; supply and pricing trends; holding capacity; contingencies for short supply / disruption; transport costs; etc. My role included ensuring that the Production Plan was compiled and executed as per Demand & Quality requirements and within the necessary Food Safety Standards. In addition - ensuring that new BOM’s were accurate and validated before Procurement Planning was finalized and documentation control / recons for imported items in order for Finance to finalise rebates. I was responsible for Food Safety & Quality compliance in my areas and to ensure that FSSC / ISO / HACCP accreditations were maintained by compliance to regulations. • In 2012 the business was awarded a State Tender for distribution of an acidified formula – for babies with mothers that were HIV Positive. Having previously worked for the 3PL that distributed our infant formula – I was able to strategically analyze / calculate / show that there would be significant savings by distributing these specific products ourselves (through implementing an outsourced transporter for bulk orders and a courier company for smaller orders) – which is when my role was changed to Warehouse & Distribution Manager. In order for this to work – I had to source another site (between the main site/on route to the 3PL) – which would be used to house Packaging and Bulk Raw Materials to create space for the additional holding of the Acidified Formula. This worked in conjunction with outsourcing the transport of finished product (using a dedicated vehicle) to the 3PL (instead of them collecting). The same contracted vehicle would then collect required items from the new additional warehouse on its return route – at no additional cost. • When the business expanded its product range to include ‘ready to drink’ formula, I was responsible for setting up/managing the agreement with a freight forwarding company for the export of these and other finished products directly from the Main warehouse – to African Countries including Angola, Botswana, Lesotho, Mozambique, Namibia, Swaziland, Zambia, Zimbabwe and Mauritius, Seychelles, etc. • As part of an investigation into product and packaging waste – I was able to identify and recommend corrections to various BOM’s – which due to our inaccuracy had resulted in finished powder waste / packaging shortages. My Analysis of waste on certain packaging items using real time info also highlighted and sparked the process for the business to upgrade one of the sachet packaging lines. • I was also able to save the business millions by recycling expired formula (selling off as animal feed and recycling the packaging material) instead of disposing (incinerating) – which we did as a Project that I managed. • During my time in these roles, I was part of the HACCP Team, SHEQ Team, Chairman of the Employment Equity Committee, served as either initiator / chairperson for Disciplinary Enquiries and represented the business at the CCMA Summary of Skills / Attributes for this Role: • General Warehouse Management functions • Receipt/Warehousing/Issue of Inbound & Outbound raw materials, packaging & finished products (Infant Formula) • Member of HACCP team and SHEQ Committee • Health & Safety Management • Chairman of EE Committee • Introduction and implementation of Warehouse Systems • Inventory Accuracy 99.8% • Demand Forecasting • Execution of Demand plan through formulation of Production plan • Budget Compilation for Raw Mats, Packaging, Warehouse & Production Departments • Monthly Budget vs Actual Reporting • Planning of Raw & Pack Mats from Supplier • Planning of Production Schedules • Management of three Production Lines (Packing) – 1 x Can Line; 2 Sachet lines • Development & Management of KPA’s & SLA’s • Supply to Manufacturing (Compounding Dept) as per BOM, Production Plans and Quality / FEFO Principles • Leadership of Staff : Supervisors & Forklift Drivers – performance / development plans / motivation • Management of Labour Brokers – Forklift Drivers & General workers • Inventory Management of Raw Materials, Packaging & Finished Products • Management of distribution to 3PL Distributor, Exports & State Healthcare Institutes (State Tender) • Industrial relations / Disciplinary procedures • Management of Multiple warehouses & Reverse Logistics • Managing relationships with customers • Optimized Customer Service (internal & external) • Management of Forklift Maintenance / Driver Behaviour (using FMX) • Risk Management – Daily Stock Movement over R4million • Project Management (Sourcing and Process implementation for Offsite Warehouse; Rework Project for Expired Stock) • 3rd Party Contract negotiation & management (Labour Brokers, Truck Hire, Distribution Service Providers) • Revision & Training of SOP’s • Action Planning / Reactive Planning / Contingency Planning Approximately 24 Subordinates (WH) : 1 x Assistant Warehouse Manager 3 x Warehouse Supervisors 20 X General Workers / Forklift / Turret Truck Operators Approximately 67 Subordinates (Packing) : 3 x Shift Supervisors 64 x General Workers / Operators Inventory Holding Value : R 120mil per month Square Meterage of the Warehouse : 5,000 sqm. (high rise – 5,000 bin locations) + 3,000sqm. (offsite WH)

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Distribution Manager (Contract) 10/01/2008 - 01/31/2009
Protea Chemicals

Responsibilities This was a temporary contract role - in which I was responsible for the scheduling and distribution of chemicals to various customers utilising owned and hired fleet – from the main site in Wadeville and a second site in Springs. Summary of Skills / Attributes for tmy Role: • ~25 Subordinates: 1 x Planner; 13 Drivers; 11 Assistants • Distribution of daily orders (within 7 days) • Cost Management; Reduction of comebacks • Efficient Resource Planning • Management of Distribution costs • +- 12 own vehicles + hired vehicles • Introduction and implementation of Warehouse & Distribution Systems • Achievement of Distribution Standards • Development & Management of KPI’s • Management of permanent staff – Distribution Supervisors – performance / development plans / motivation (100 employees / labour brokers) • Execution of Delivery Plans • Management of 30 own and R900K • Industrial relations / Disciplinary procedures • Composition / Management / Control of budgets • Managing relationships with customers • Optimised Customer Service (internal & external) • Loss Control (Truck Audits) • Management of Transport Department • Risk Management • Trade Visits • Project Management • 3rd Party Contract negotiation & management • Action Planning • Contingency Planning • Re-active Planning • Reporting at Director / Board level • Managing planning and execution of delivery plans based on order volumes and customer requirements – 2 internal customers (Protea Chemicals Inland & Protea Mining Chemicals); Customer base mainly made of Pharmaceutical Companies, Laundry companies & Mines; Building of customer relationships to improve customer service; • Team complement of +- 70; Management of Permanent Staff, Labour Brokers and Transport Providers Accomplishments: • Truck hire reduced from 16 per day to zero (+- R240k per month). • Customer service improved by on time deliveries. • Improved resource and route planning

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Distribution Centre & Fleet Manager 02/01/2009 - 01/31/2010
Supply Chain Services

I was responsible for the management of the Distribution Centre based in Jet Park. The site had multiple warehouses which held goods for / serviced over 80 Principals. Each Warehouse picked orders from inventory for multiple orders – for which I was responsible for the planning and consolidation of onto vehicles and routes for delivery – using our own; hired; outsourced vehicles / transport / labour – as well as manage the logistics of inbound inventory that had to be collected from several Pricipal’s manufacturing sites. I was able to reduce distribution costs significantly through improved route planning; negotiating better hired / outsourced rates; improving efficiencies by implementing earlier starts – through preloading of vehicles on the night shift. Summary of Skills / Attributes for this Role: • ~ 300 Subordinates. 4 x Distribution Supervisors; 1 x Fleet Controller; 150 Drivers; >130 crew (outsourced) • Reported to Operations Manager • Stock Holding Value: R >100mil per month • Square Meterage of the Warehouse: 8000sqm. • 150 vehicles – mostly outsourced • Introduction and implementation of Distribution Systems • Achievement of Distribution Standards (3PL) • Development & Management of KPI’s • Management of permanent staff – Distribution Controller & Supervisors – performance / development plans / motivation (80 employees) • Management of Labour Brokers (over 300 labour brokers / contractors) • Execution of Delivery Plans • Management of 32 own and <= 100 hired vehicles • Distribution Centre – 10000 sqm • Management of distribution to customers • Industrial relations / Disciplinary procedures • Managing relationships with customers • Optimised Customer Service (internal & external) • Management of Fleet Maintenance • Risk Management • Health & Safety Management • Trade Visits • Project Management • 3rd Party Contract negotiation & management (Labour Brokers, Truck Hire, Cleaning Contractors) • SLA development & management • Action / Contingency / Reactive Planning • Reverse Logistics • Reporting at Director / Board level • Duties: 3PL for =- 80 principals such as Procter & Gamble, Kraft, Pioneer Foods, Champ foods, Tulbagh Wines, Aspen, • Adcock Health, Airwaves, JTI etc – delivering to +- 3000 customers such as Pick n Pay, Shoprite/Checkers, Spar, Game, • Dion, Makro, Baby Cities, Dischem, Clicks, Jumbo, Africa Cash & Carry etc. – using up to 150 vehicles daily; • Management of own fleet (32 vehicles); Development, Implementation & Management of SLA’s with various service providers; • Management of 3 Labour Brokers (+- 400 staff); • Management of transport and cleaning service providers; • Optimisation of delivery resource planning; Management of Distribution Centre and consolidation of orders from various warehouses; • Improvement of average departure times by 3 – 4 hours; • Management of vehicle tracking; • Improvement of customer relationships and service; • Striving to exceed customer expectations – both internal & external; • Management of POD returns; • Budget Management Accomplishments: • I implemented earlier departures resulting in average departure time reduced from 10h30 to 07h00. All vehicles loaded by 05h00 previously 07h00). Second loads increased from 1 to 25. Improved order picking & consolidation. Reduced driver shortages & improved POD control

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Various Supply Chain/Logistics Roles: Logistics Planner; Channel Distribution Manager; Distribution Planner; Distribution Analyst; Central Planning Manager; Distribution Manager 02/01/2002 - 12/31/2007
Amalgamated Beverage Industries

In the almost 6 years at ABI – I held 6 different Positions which gave me great exposure to the complete Supply Chain – including roles such as Logistics Planner, Warehouse Team Leader, Channel Distribution Manager, Distribution Analyst, Central Planning Manager, Distribution Manager. My functions included Demand Planning, Procurement Planning, Production Planning, Primary Distribution, Inventory Management, Safety Management, Customer Management; Area Management, Strategic Analysis, Benchmarking, Best Practice Implementation, Systems Evaluations, Projects, Financial Management, Fleet Management, Human Capital Management, Disciplinary Procedures Summary of Skills / Attributes : Distribution Manager – April 2007 – December 2007 • +- 600 Subordinates; 4 x Route Managers; 4 x Tracking Supervisors; 1 x Distribution Resource Planner; 1 x Distribution Assistant; • 140 x Drivers; > 450 crewmen (permanent / labour brokers) • Stock Holding Value: > R 50mil per month • Square Meterage of the Warehouse: 40,000sqm. Responsibilities: • Managing Largest distribution site for abi (in south Africa) • Distribution of daily orders (within 24-48 hours) • Cost Management; Reduction of comebacks • Efficient Resource Planning • Management of Owner Driver Contracts • Managing Fleet of 140 – 170 vehicles daily • Achievement of Distribution Standards • Development & Management of KPI’s • Management of permanent staff – Distribution Controllers – performance / development plans / motivation (over 450 • employees / labour brokers) • Management of contractors (Owner Drivers) + PODS • Execution of Delivery Plans • Management of 100 own and R2million • Trade Visits • Project Management • 3rd Party Contract negotiation & management • Management of Settlement Department • Action Planning • Contingency Planning • Re-active Planning • Reporting at Director / Board level • Duties: Responsible for Pretoria East & West Customers Base (+/- 13000); Built relationships with customers such as • strategic wholesalers & large supermarkets; Increased number of owner drivers; Close management of owner drivers • against SLA; Management of up to 450 team members • Accomplishments: Truck hire reduced by 21 vehicles per day (+- R800k per month). • Improvement of average departure times from 11h00 to 06h40; Minimising of cash shortages by daily settlement of • invoices from R2.4million to under R500k per day; • Deliveries improved from running 2 weeks behind schedule (for 8 months) - to on time deliveries – within 2 weeks by • optimizing resource planning and implementing ‘best operating practices’ Central Planning Project Manager – November 2006 – March 2007 • Management of 4 Distribution Resource Planners • Management of Centralised Distribution Planning for 5 sites • Achievement of Distribution Standards • Monthly Distribution KPI Reports • Management / Control of budgets • Roadshow / VTS Support • Strategic Resource Plans Distribution Resource Analyst – February 2006 – October 2006 • Stock Holding Value (across sites I was responsible for): R 40 mil per month • Square Meterage of the Warehouses: 40,000sqm. • Responsibilities: • Support function to various Depots • Analysis of Distribution footprint and resources for each depot • Volume smoothing • Efficiency analysis and implementation of Best operating practices across DC’s • Achievement of Distribution Standards • Project Management • Monthly Distribution KPI Reports • Management / Control of budgets • Conversion of site/s to planning with Roadshow • Roadshow support / optimisation • PODS Support; VTS Support; Strategic Resource Plans • Duties: Took care of Gauteng sites – in the form of technical backup for Distribution Department; Detailed studies, recommendation and implementation of ‘best operating practices’ in all sites; Re-routing, volume smoothing & SRP’s tailored for individual sites Distribution Resource Planner – June 2005 – January 2006 • Achievement of Distribution Standards • Monthly Despatch KPI Reports • Daily Distribution Resource Plans (Route Planning) using Roadshow • Processing of Documents (invoices / load requests / out load reports) • Optimised Customer Service (internal & external) • Trade Visits • Action Planning, Contingency Planning, Re-active Planning • Project Management • Duties: Planning of distribution resources – based on orders, customer requirements, budget and vehicle availability; • Analysis of plan vs execution, and adjustments to resource plan/s thereafter; Visits to ‘problematic’ customers; • Strategic Route Plans – by volume smoothing, fleet mix, SLA’s with customers – to improve optimization and efficient • utilization of fleet. Channel Distribution Manager - August 2003 – June 2005 • 86 Subordinates: 20 Drivers (Company and Owner Drivers); 66 Crewmen supervisors • Achievement of Distribution Standards • Management of permanent staff (Drivers and Crew) – performance / development plans / motivation • Management of contractors (12 Owner Drivers) • Processing of Owner Driver Commissions / Payments • Monthly Owner Driver KPI Reports; Monthly Despatch KPI Reports • Execution of Delivery Plans • SAP HR – Time and Absence Management • Management of distribution to customers • Management of 3rd party Distributors • Industrial relations / Disciplinary procedures • Management / Control of budgets • Processing of Documents (invoices / load requests / out load reports) • Managing relationships with customers; Optimised Customer Service (internal & external) • Loss Control (Truck Audits) ; Trade Visits • Settlement Shortage Control • Action Planning, Contingency Planning, Re-active Planning • Project Management • First Aider & Member of PROTO team / Safety Representative • Duties: Execution of delivery plans. Responsible for key customers – Pick n Pay, Shoprite/Checkers, Spar, Makro, Game, Dion, Clicks etc; Management of company and owner drivers & crew, labour brokers and Owner Drivers; Processing of Owner Driver payments; Management of Owner Driver SLA; On steering committee for vehicle tracking system; HR disciplinary procedures; Customer Service and visits to customers. Warehouse Team Leader – April 2003 – August 2003 • 24 Subordinates: 2 x warehouse supervisors; 22 Forklift Drivers • Stock Holding Value: R 20mil per month • Square Meterage of the Warehouse: 6000sqm. • Responsibilities: • Planning of stock movement within group depots – based on individual sites sales & stock holdings – in conjunction • with production plan and TPM standards (expiry dates/shelf life) • Haulage scheduling (Primary Distribution) ie. Planning of loads using 3rd party vehicles • Managing Hauler TAT – minimizing loading time • Backup Planner for Logistics Planner • Fleet of +- 30 Outsourced vehicles per day – from 2 different service providers; 11 Forklifts • Management of Staff (forklift drivers) • Haulage Planning • Inventory Control; Loss Control / Risk Management • Product Management as per Quality Standards (TPM) • Stock Reports; Decreased stock holdings • Management of Sub-Contractors & Labour Brokers (25 employees) • Management of 3rd party Distributors • SAP HR – Time and Absence Management • Industrial relations / Disciplinary procedures • Maintenance of Can stock holdings • Customer Service (Internal and external) • Achieve targets (cases hauled out as per HO plan and TAT under 55 minutes) • Advance Calculations • Action Planning • Project Management • Stacking Inspector • Member of PROTO team • Driving of Forklift/s when necessary • Meeting requirements of internal customers (depots) by planning haulage of product from production site to various depots – based on production and forecasted sales figures – with target of 10 – 14 days cover on product – whilst adhering to TPM (Total Product Management) quality requirements on product shelf life. Management of forklift drivers. • Accomplishments: Reduced TAT from 84 minutes to 58 minutes. Minimised stock losses due to proper stock rotation and re-organising of warehouse layout. Logistics Planner – February 2002 – April 2003 • Demand Planning based on Sales Forecasts per pack size • Production Planning for 4 Lines • Procurement Planning (Sugar, Syrup, Preforms, Closures, Labels, various Wraps, Pallets, etc) • Planning according to Working Capital Targets • Supplier Liason • Stock reports • Inventory Control • Inbound Order management against Production Plans • Allocation of resources • Customer Service (Internal and external) • Advanced Calculations • Action Planning • Product Management as per Quality Standards (TPM) • Daily Production Planning based on demand and inventory holding at various depots

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Warehouse Manager 05/01/1999 - 01/31/2002
Pactel

In this role I was responsible for managing the warehousing and distribution of Mobile Phones, Accessories, Prepaid Airtime, Computer Accessories and the Repairs Department.

Awards

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Ignition Award - Amalgamated Beverage Industries 2005
Nominated by peers for 'going the extra mile' whilst in role of Channel Distribution Manager
B
Best Regional DC - The Beverage Company 2018
Awarded whilst in Role of Regional Logistics Manager for Isando DC