MANAGER CHEMICALS: KWAZULU-NATAL

MANAGER CHEMICALS: KWAZULU-NATAL JOB PURPOSE To manage and lead the department to achieve goals and targets outlined in the sales budget and to take responsibility for the overall management cycle with a key focus on inventory management and pricing within agreed deadlines, compliance and risk frameworks. TECHNICAL PRE-REQUISITE Supply chain management skills with relevant logistics, commercial and operations knowledge in a manufacturing environment (automotive experience preferred) Business, financial and commercial acumen Understanding of the upstream and downstream aspects of business processes from a customer and supplier perspective Safety first, LEAN and process mindset Sound knowledge of relevant legislation, including Employee and Industrial Relations knowledge Project management skills Relevant systems knowledge, including sound knowledge of the full MS Office suite Knowledge of relevant SAP module (SAP-PRD) would be advantageous COMPETENCY PRE-REQUISITE Good teamwork and relationship building skills with an ability to influence at all levels Team leadership and people management skills with a heart for developing people Solution-focused problem-solver with an ability to manage ambiguity and uncertainty Analytical and attentive to detail Good communication and negotiation skills Sound self-management skills with an ability to manage ongoing pressure and tight deadlines ORGANISATIONAL AND ROLE REQUIREMENTS TTAFs brand, values, mission and culture, including The Toyota and TTAF Way Expressed and implied ethical responsibilities Group structure and business flows Operational, process and reporting requirements Relevant industry knowledge (plastics and chemicals) In-house systems (e.g. SAP-PRD) Legal and regulatory requirements (e.g. SARS, OHSA, LRA and ISO 14001) Internal compliance and reporting requirements (e.g. PACI and TTC rules and requirements) Talent and performance management philosophy and processes CHANGING REQUIREMENTS Industry and market conditions Forex movements Customer service requirements Changes to internal and external regulations, compliance and reporting requirements Evolving technology and business changes including digital transformation and automation revolution Organisational growth goals and changes to organisational strategy and structure Industry benchmarks and best practices in all areas relevant to the role QUALIFICATIONS & EXPERIENCE Commerce or Supply Chain degree 5 7 years supply chain management experience with exposure to financial analysis, budgeting and reporting Automotive manufacturing and SAP experience is preferred but not essential MEASURABLES OUTPUTS Accurate, timely fulfillment of the management cycle Supply chain management Safety, risk and compliance management Growth and continuous improvement Customer satisfaction and stakeholder engagement Leadership and people management KEY OUTPUTS 1: ACCURATE, TIMELY FULFILLMENT OF THE MANAGEMENT CYCLE a) Key Activities Prepare and manage performance against budget. Prepare sales and GP analyses and scheduled finance reports. Work with the Finance department to assist with monthly reports. Manage balance sheet measures such as stock levels, stock days, net working capital, debtors days, etc to ensure optimal ROCE (Return on capital employed). Liaise regularly with Credit Control to manage debtors and ensure customers pay on time. Manage and control creditor payments on behalf of the department. Manage costs, SGA (Selling, General, Admin) expenses and profitability from an efficiency and effectiveness perspective. Manage the APR (Annual Pricing Review) and prepare a checking sheet as an input into the management account. Negotiate buying price (where possible) and review and ensure accurate purchasing prices are uploaded into SAP. Review to ensure monthly backdate calculations are reconciled to pricing to recoup cost of sales and ensure business profitability. Stay abreast of quarterly forex mechanism to be able to manage forex effectively. Manage ongoing projects a) Success Measures / KPIs Achievement of monthly sales targets Optimum net working capital (stock levels and overdue debtors) Accurate master data on SAP Satisfied creditors Accurate, timely forex management Cost management (cost of goods and in-house SGA costs) Achievement of project objectives b) Measurements methods APR (Annual Pricing Review) Actuals against budget SAP master data Financial reports and analysis (Overdue Debtors, inventory, finance, sales, GP, SGA expenses, etc) Risk and audit assessments c) Competencies Analysis and attention to detail Problem solving Communicating with impact Collaborative relationships Plans, organises and monitors work Decision-making Results orientation Business acumen KEY OUTPUT 2: SUPPLY CHAIN MANAGEMENT a) Key Activities Ensure team compliance to business processes, including all SAP processes, supplier payments, quarterly pricing to customers, price negotiation with suppliers and the accurate, timely uploading of purchase prices on the system. Conduct weekly PDCA (Plan Do Check Act) meetings to discuss and resolve customer, supplier and inventory issues in pursuit of service excellence. Oversee the physical management of inventory and ensure kaizen is constantly applied. Review inventory reports with each team member to ensure stock pipelines are managed correctly. Conduct weekly meetings with warehouse management staff on stock and incoming shipments, etc Liaise with Clearing and Forwarding for shipments to be cleared. Provide ongoing support and guidance to the team where required. b) Success Measures / KPIs Accurate, timely order management and month-end closing Business model inventory month ratios Accurate monthly order placements Accurate, timely reports Proactive identification and mitigation of risk c) Measurements methods Inventory reports Month-end reports, including variance analysis Customer order matches our order to supplier Risk and audit assessments d) Competence Analysis and attention to detail Communicating with impact Process mindset Problem solving Decision-making Results orientation Plans, organises and monitors work Develops others KEY OUTPUTS 3: RISK AND COMPLIANCE MANAGEMENT a) Key Activities Ensure a philosophy of safety first (anzen) is built into business processes to ensure the safety of people and quality of product were handling. Manage adherence to all risk, regulatory and legal requirements. Manage orders and deliveries with third party providers to ensure they comply with all necessary regulations for inter-modal transport, as well as PACI (CFAO) and TTC requirements. This includes ensuring compliance in the movement and management of hazardous cargo. Drive adherence to CFAO guidelines, TTC Group policies, PACI and inventory management principles and processes for both internal teams and outsourced 3rd party suppliers. Monitor and flag facilities issues with Facilities Services Management and other 3rd party service providers and follow-up to ensure resolution. Co-ordinate all information needed for annual and PACI audits, ensure the function is audit ready at all times and oversee timely resolution of audit exceptions. Keep abreast of and proactively manage the risk universe, including: - Safety risk - Profit management and credit limit risk - Legal and compliance risk - Operational and supply chain risk - Reputational risk - People risk b) Success Measures / KPIs Zero lost time injuries / accidents Achievement of safety, risk, legal and compliance objectives Unqualified audits Proactive management and mitigation of material risk c) Relevant reports Safety files and data sheets Risk and audit assessments Close-out of audit exceptions d) Problem solving Communicating with impact Business acumen Manages risk Process mindset Results orientation KEY OUTPUT 4: GROWTH AND CONTINOUS IMPROVEMENT a) Key Activities Apply kaizen mindset to identify opportunities for business improvement initiatives and cost saving measures for team, suppliers and customers. Guide and support digitalisation projects and initiatives. Participate in / lead relevant projects as required. b) Success Measures / KPIs Participation and completion of Kaizen projects against plan Supports new business and localisation objectives c) Measurements Methods Kaizen activities New business proposals Project documentation Manager feedback d) Competencies Collaborative relationships Continuous improvement and innovation Results orientation KEY OUTPUT 5: CUSTOMER SATISFACTION AND STAKEHOLDER ENGAGEMENT a) Key Activities Guide teams across business areas to maximise customer satisfaction and retain and expand customers into related areas. Proactively and constantly liaise with suppliers to manage stock challenges, resolve ongoing issues and ensure all parties are kept in the loop. Apply genba and genchi genbutsu ("go and see") principles in regularly visiting and checking in with customers and suppliers. b) Success Measures / KPIs Customer and supplier satisfaction (measured informally) c) Measurements Methods Formal and informal feedback d) Competencies Leads by example Communicating with impact Collaborative relationships Problem solving Results orientation Customer orientation Manages risk KEY OUTPUT 6: LEADERSHIP AND PEOPLE MANAGEMENT a) Key Activities Manage, lead and motivate staff to ensure capacity, capability and support of organisational growth, sustainability and cross-functional teamwork. Participate in strategic workshops, including team building to build spirit and morale. Role model leadership behaviours, values and equal opportunities and diversity in daily interactions with colleagues at all levels. Act in an ethical, transparent and morally defensible manner, including highlighting unethical practices. Ensure all team members have clearly defined roles, responsibilities and objectives and that these are monitored regularly. Delegate and empower appropriately, enabling direct reports to take responsibility and display appropriate initiative within the scope of their role. Work with staff to address development gaps and grow their skills were needed. Champion a culture of continuous learning and professional development. Take full responsibility for performance management of all direct reports, focusing on all aspects of sound people management: - Attraction, recruitment and selection - Developing and multi-skilling people to reach their full potential - Performance management - Disciplinary issues and proactive management of poor performance - Recognition and rewards - Career path and succession planning - On-the-job training, coaching & mentoring b) Success Measures / KPIs Team members meet their performance and development objectives Achievement of talent management objectives Improved staff skill levels Career path and succession plans are in place for all critical roles Strong team morale, engagement and retention c) Measures Methods Performance documentation Personal Development Plans Engagement survey results 180° / 360° feedback Exit interview feedback Formal and informal feedback d) Competencies Leads by example Communicating with impact Collaborative relationships Develop others Build high performance teams Plans, organises and monitors work Results orientation TOP 10 MISSION CRITICAL COMPETENCIES AT SST II (C Upper) Analysis and attention to detail Problem solving Communicating with impact Collaborative relationships Develop others Build high performance teams Business acumen Continuous improvement and innovation Results orientation Manages risk

Location: Durban, ZA

Posted Date: 4/28/2024