Job Title Sr. Executive Operation
Function Operations
Reporting to Manager – Apex and Surface Operations
1. Purpose
Responsible for all inbound and outbound operations at the PUD/Distribution Center and ensuring timely, accurate and profitable delivery of Apex / Surface shipments to customers
2. Key Responsibilities
Responsibilities
Operational
Responsible for supervising daily inbound and outbound Apex / Surface operations at the PUD/ Distribution Center (including P2P operations and EDL/ ODA deliveries)- Analyze load patterns on a periodic basis to plan pick-up and delivery routes for first and last mile connectivity to customers
- Monitor daily loads and plan delivery and pick-up schedules accordingly
- Ensure timely pickups (call pickups or registered pickups) and receipt of shipments from channel partners including RSPs, ESAs and Consolidators
- Ensure safe, timely and profitable delivery of shipments to customers and work towards reduction of instances of undelivered shipments, RTO instances, etc.
- Monitor regulatory paperwork (octroi, sales tax, etc.) for completeness and accuracy; Ensure coordination with origin/customer in case of incomplete paperwork
- Ensure availability of sufficient vehicles for inbound / outbound operations
- Oversee vehicle placement at bays and monitor the carting/ loading, tally processes etc
- Ensure safe handling of all shipments and report any damaged cases to the origin/ hub
- Oversee the work of supervisors to ensure adherence to the operational workflows and standard operating procedures (SOPs)
- Handle all exception cases; On a daily basis check on the exceptions of the previous day and ensure follow up for closure/ resolution of the same
- Ensure smooth conduct of all operation support activities as per defined timelines and requirements in terms of mail reverts and handling of all exception cases e.g. regulatory issues, priority/ urgent shipment connections, etc.
Monitor attendance and leaves for the staff on a daily basis and plan operations accordingly- Conduct daily staff briefings, including communication regarding any operational changes, route changes etc
- Monitor performance of staff in the PUD/ DC and ensure conduct of trainings for regular staff, PDAs, loaders, etc. in line with the training programmes designed centrally
- Generate and maintain MIS related to the PUD / DC
People
- Provide direction, guidance and support to employees to help them discharge their duties effectively
- Monitor the performance of the team on a continuous basis to identify key performers
- Mentor and coach subordinates to develop the team’s capabilities and build a robust succession pipeline
- Ensure that the PUD/DC is adequately staffed as per the manpower requirements
- Ensure high level of employee engagement and retention of key performers
3. Key Result Areas and Key Performance Indicators
S.No Key Result Areas Key Performance Indicators
1. Optimize costs in the PUD / DC • % reduction in overall Operating Costs for PUD / DC(i.e. OCPK and PCPM)
• Adherence of fleet procurement cost per kilometer within set threshold level
• % Fleet utilization for all milk run vehicles
• % reduction in market car hire costs
2. Drive service quality and excellence in the PUD / DC • Timely connectivity of outbound loads to the Hub (% compliance)
• Timely updation of status (in scan, out scan, exceptions, Proof of Delivery, Delivery Challansetc) in the system (% compliance within TAT)
• Adherence to SOPs (measured in terms of number of non-compliances/ deviations) as observed in audit
• % Exceptions closed within TAT
3. Ensure Security of Shipments • Number of open regional security related cases in the PUD / DC
4. Ensure Regulatory Compliance • Compliance to all applicable regulatory requirements and paperwork
5. Drive Operations Process Efficiency and capability • % increase in operational productivity in the PUD / DC (measured as shipments/ employee or tonnage/ employee)
6. Ensure Performance Driven Culture • Adherence to Performance Management system timelines and guidelines
7. Support Employee Capability Building • % Key positions within team with identified successors / potential successors
8. Drive employee morale and engagement • Employee Attrition (%)
