RESPONSIBILITIES

Core Accountability Areas

• Delivery & logistics performance (Retail + Redistribution)
• Fleet efficiency, utilisation, and cost
• Warehouse productivity, stock handling, and shrinkage
• Procurement discipline and supplier governance
• Operations cost control and reporting
• SOPs, governance, and segregation of duties
• Store operational efficiency (back-of-house and floor support)

6 - Month Operational Mandate (Top-of-Mind Objectives & KPIs)

1. Restore Fleet Efficiency & Reduce Delivery Costs

Objectives

• Stabilise fleet utilisation and route execution
• Reduce downtime, breakdowns, and emergency interventions
• Bring delivery cost per case back to industry-acceptable levels

KPIs (within 6 months)

• Delivery cost per case reduced by further 15–20%
• Fleet utilisation > 85% (daily route completion vs capacity)
• Unplanned breakdowns reduced by 40%
• On-time delivery rate consistently > 95%

Build a Disciplined Procurement & Supplier Management System

Objectives

• Eliminate procurement leakage and ad-hoc purchasing
• Implement structured sourcing, pricing, tendering, and contract management
• Reduce stock levels through better planning and discipline, while maintaining >95% available in stock 
• Reduce overstocks to <5% by value based on target days 

KPIs

• 5–10% procurement savings on key categories (fuel, repairs, consumables, outsourced logistics)
• Approved Supplier List (ASL) implemented across all depots
• Zero purchases outside approved PO system
• Monthly price-variance reporting for top 20 suppliers
• Measurable reduction in stock levels without service degradation

3. Fix Warehouse Productivity, Stock Handling & Shrinkage

Objectives

• Implement clear SOPs, structure, and accountability in warehouses
• Improve accuracy, speed, and labour productivity
• Reduce shrinkage and handling inefficiencies

KPIs

• Picking accuracy materially improved
• Stock shrinkage reduced (tracked monthly)
• Average picking time per order improved by 20%
• Warehouse labour productivity (cases per labour hour) increased by 25%

4. Implement Governance, SOD, Reporting & Cost-Control Mechanisms

Objectives

• Ensure operational processes cannot be bypassed
• Build transparency, visibility, and accountability across Ops
• Review and strengthen existing systems and controls

KPIs

• Full Segregation of Duties (SOD) matrix implemented for Ops, Fleet, and Procurement
• Monthly Operations cost dashboards live (fuel, repairs, labour, overtime, rented fleet)
• Overtime reduced to near zero through better planning and staff rotation (≥60% efficiency)
• Zero unauthorised purchases or unapproved supplier usage
• Operations dashboard implemented to track efficiency, trends, and exceptions

5. Customer Delivery Quality & Service Recovery (Including Stores)

Objectives

• Stabilise service levels for Retail, Distribution, and Key Accounts
• Improve in-store operational efficiency (tills, floor staffing, back-of-house flow)
• Restore customer confidence through consistent execution

KPIs

• Failed delivery rate reduced to <2%
• Customer complaints reduced by 30–40%
• OTIF (On-Time In-Full) service level > 96%
• Route performance dashboards implemented across all depots
• Distribution SOPs fully documented and enforced
• Delivery labour productivity (cases per labour hour) increased by 25%

Ongoing Responsibilities (Post-Stabilisation)

Logistics, Warehousing & Distribution

• Own end-to-end order fulfilment and delivery execution
• Align warehouse, fleet, and sales planning
• Reduce manual workarounds and operational firefighting

Fleet Management

• Lead rent vs buy strategy and fleet rationalisation
• Control fuel, maintenance, insurance, accident, and rental costs
• Implement telematics, preventative maintenance, and driver KPIs

Retail & Redistribution Operations

• Ensure consistent operational standards across stores and depots
• Balance service excellence with margin and cost discipline
• Support store managers with clear operational frameworks

Cost Control & Continuous Improvement

• Own the operations cost base
• Deliver sustainable savings, not short-term cuts
• Drive Lean thinking, SOPs, and root-cause resolution

Leadership & Governance

• Build and lead a strong operations leadership team
• Set clear KPIs and consequences
• Act as the operational voice at Exco and Board level
• Partner closely with Finance, Commercial, and IT