Assistant Warehouse & Logistic Manager

Job DescriptionObjectives To ensure that raw materials are received and issued to Production in a timely manner so that Production schedules move efficiently. To ensure that raw materials are stored correctly, and quantities are accurate all the time. To ensure that all raw materials are issued following the First In, First Out principle. To ensure that shipments to our customers are packed correctly, safely and meets the shipment deadlines. To ensure that all customs rules and regulations for the Licensed Manufacturing Warehouse (LMW) are complied with all the time. To do everything possible to ensure that we will meet promised shipment deadlines. To have accurate and on time flow of raw materials for Production, through to the shipment of Finished Goods. To meet the Department’s Key Performance Indices (KPIs). Focused Responsibilities To lead a team of WHL Executives and Assistants to meet the departmental objectives and goals. To monitor and manage all Material Requests by Production so that Production schedules are never delayed or postponed. To identify areas of improvement. To develop systems, procedures for areas of improvement. To lead the team to successful implementation for areas of improvement. To formulate and maintain timely Policies and Standard Operating Procedures to guide and support the work which is done in the department and throughout the organization. To keep abreast of all current trends and changes in the Warehouse & Logistics industry to identify future challenges and improvements for the company. To keep abreast of all customs procedures and policies to ensure that the company complies all the time. To monitor and ensure that all Policies and Standard Operating Procedures within the company are adhered to and supported by the team. Stock and Inventory Accuracy KPI: a. First quarter – 95% b. 2nd quarter – 97% c. 3rd quarter – 98% d. 4th quarter – 99% 11. Logistics KPI: a. Average cycle time used per shipment of pallets and average number of employees involved. b. Average cycle time used per shipment of cartons and average number of employees involved. c. Number of days spare for submitting monthly LMW reports. d. All customs declarations are done accurately and correctly. e. All customs declarations are submitted punctually. 12. Warehouse KPI: a. Total number of pallet space available for different categories of space for the 4 warehouse spaces: i. Not more than 12 hours ii. 48 hours iii. 30 days iv. Unknown or indefinite b. Total number of Goods Received Notes (GRN) and number of components involved. c. Total number of Return to Store (RTS) and number of components involved. d. Total number of Material Request Forms (MRF) and number of components involved. e. Average cycle time for each of the GRN, RTS and MRF. f. Average cycle time per component for each of the GRN, RTS and MRF. g. Monthly stock audit analysis i.e. average percentage of accuracy for number of components and average percentage of accuracy for number of pieces. h. Either half or yearly stock take analysis. i. Receiving efficiency – volume / number of work hours j. Receiving cycle time – total time for delivery / number of deliveries k. Put Away cycle time – total time for put away / total time l. Picking Accuracy – ((total number of orders – incorrect items return) / total number of orders) x 100 m. On time MRF - # MRF fulfilled on time or early ÷ total # of MRF in a month