Assist Incharge Road Operations in meeting customer requirements and S&OP plan as well as compile the cluster freights on periodic basis.
UltraTech Cement is the largest cement manufacturer in India with an installed capacity of about 68 million tonnes. The company has production facilities in 17 locations spread across the country and has plans to grow further than acquisition and green field expansion. The UltraTech brand occupies a premium position with a market capitalization of Rs. 81438 crores. The Indian cement industry has a capacity of 409 million tonnes and a supply demand gap putting pressure of prices due to excess capacity. The market has strong regional players in each Zone and has strong brand competition.
Supply chain is extremely critical in ensuring the delivery of cement from the manufacturing locations to the consumption centers. Further, cement is a distribution intensive product with focus in cement movement being on high volumes and low distribution cost. Logistics function plays a key differentiator role through its distribution network and the focus has been on creating continuous value and service differentiation at each stage right from planning to delivery. The nature of cement consumption in urban locations is quite different from the nature of cement consumption in rural locations which calls for differentiated supply chain strategies to serve urban and rural customers. Keeping these factors in mind, having an agile and responsive supply chain is absolutely essential for attaining industry leadership.
An effective Vendor Management ensures an alignment of different categories of service providers to satisfy both internal and external customers, building relationship with Railways for long term policies and improving loading / unloading infrastructure. It is vital to focus on multiple variables like cost of delivery, mode of delivery, expected service level, protect quality, creating facilities, use of technology, lot size, lead time, inventory management and optimal handling operations.
The major challenges being to serve diversified customers across India, manage complex supply chain and maintain strong customer interface by ensuring “On time in full supplies” to the customers at optimum cost.ent visibility against each order
b) Getting the desired fleet and right fleet size against each order
3. People Development
a) Drive the team for improved usage of IT systems
4. Logistic Operations
a) Geographical understanding of the various alternate routes and destinations on each route
b) Ability to handle dynamic and contingency situations by taking logical decisions balancing between Organisation/ Vendor and the Customer objective
c) Having a system for monitoring cluster developments and ability to insulate the logistic operations from cluster dynamics and in situations respond with speed post assessing and validating variables in cluster which are likely to impact operations.
d) Plants being operations* 24*7 for 365 days involves very high level of involvement ensuring operational plan execution and control.
e) The challenge is in day to day (shift to shift) achievement of the targets as packing plants do not have the loading flexibility and volume loss for the day cannot be recovered
f) The entire road logistics is dependent on outsourced resources of which 40% is non dedicated fleet. The biggest challenge is to retain fleet in lean situation and to mobilize extra resources to meet cyclical fluctuation in demand at optimal cost.
KRA (Accountabilities) (Max 1325 Characters)
Supporting Actions (Max 1325 Characters)
KRA1
Cost Optimization and Efficiency Improvement
(R) Conduct route mapping, find out alternative routes and freight and create a database w.r.t. toll master and availability of fleet (sector wise)
(R) Provide inputs in the cluster inflow & outflow of the fleet based upon market survey, prevailing market primary freight, provide inputs w.r.t. PER TON PER KM (PT / KM) analysis and further analysis wherever there is a large variation
(R) Resolve disputes w.r.t. freight payments, claims etc with Accounts (primary operations)
KRA2
Distribution and Dispatch Planning
(R) Find out the scope for improvement of truck turnaround time inside the Plant on a continuous basis
KRA3
Operations Management - Primary and Secondary Execution
(R) Allocation of orders to transporters through vendor portal and get visibility of order acceptance from vendor for despatch planning; align road despatches to rake arrival forecast on shift to shift basis
(R) Co-ordinate on daily basis about fleet requirement and priority movement, share of fleet efficiencies & reasons for variance, if any and provide feedback to PLH about vendor performance & need for corrective actions, if any
(R) Coordinate with Packing Plant for grade change / bag change and forecasting for next shift and instruction / guideline to the shift person for despatch priority in the shift
(R) Create a system for performance tracking, monitoring of fleet efficiencies by usage of GPS inputs / other parameters and ensure vendor efficiency through better asset utilization
KRA4
Operations Management - Primary and Secondary Execution
(R) Provide the visibility to vendor w.r.t. quantity, delivery schedule and prioritize schedules for loading for maintaining the desired service level
(R) Review the pending orders on the mother hub, align despatches from Plant to mother hub and replenish inventory in mother hub
(R) Use of GPS solution to get visibility of GPS installed trucks towards Plant and interact with vendors for non GPS fleet for decisions related to change in execution plan and shift capacity utilization
(R,A) Control and monitor truck yard management system including truck registration, prioritization of movement of truck to Plant, loading prioritization in the Plant etc. as per customer requirement
(R,A) Provide information on orders for which DI release has to be done to S&M & Commercial team
KRA5
Performance Indices
Monitor of logistics performance indices & triggers action on inefficiencies improvement.
