HEAD OF SUPPLY CHAIN

Job Title : HEAD OF SUPPLY CHAIN

Deadline : Mai,02, 2022

Actual 1: Division

Finance: Department

Finance: Location

DRC/Kinshasa

Dotted Line Reporting (Guidelines and Frameworks/functional advisory - does not set Decisions)

 

functional advisory

Incumbent Supervisor (Second Level)

CEO / Group Head of Supply Chain

Incumbent Supervisor (First Level)

Finance Director of the company

Subordinates (1st Level)

Procurement Supervisor / Inventory Supervisor

Subordinates (2nd Level)

Procurement Officer/ Logistics Officer / inventory Officer

Subordinates (3rd Level)

None

Dotted Line Subordinates

None

 

PERFORMANCE CRITERIA

 

Main Purpose

Be responsible for the purchasing activity within a Local Market,

Define, establish, and implement the governance of Local Market procurement system and processes
Negotiate and finalize contracts according to the needs of the business units
Determine a procurement strategy with in the purchasing categories and in collaboration with the global category  managers at group and the local business units
Provide insightful management information on a monthly SCM scorecard of operational KPIs and inform the Ex Co of key supplier decisions
Develop strategic relationships with suppliers by ensuring that all new suppliers are risk assessed in a consistent manner across THE COMPANY before sourcing activities commence.
Evaluate the ongoing performance of suppliers twice a year and identify and implement collaborative improvement opportunities

 

1 - SCM Governance: Weight: 20%

 

Key Performance INDICATORS

Performance Standards/Targets

1.1

Provide Local Market views at the SCM board/forum either directly or via

the regional head

Pricing efficiency (%) versus the previous year as measured by the Red Book of Savings

% Spend managed by strategic procurement center at group

% of orders through catalogues Spend managed per FTE, Savings managed per FTE

Average payment days

1.2

Support the operating processes for the P2P Process in all aspects, including systems which are supporting procurement in the purchasing department and the business units

Same as above

1.3

Cooperate with Network department in administration of the purchasing systems

Same as above

1.4

Improve, develop, and adopt purchasing systems and processes according to user needs

Same as above

1.5

Create change requests / problem notes

Same as above

 

Supply Chain reporting:

Track savings by function and other criteria according to the Red Book

process

Identify key suppliers through supplier spend report
Report resuthe companys of Supplier Performance Management
Track improvement in PO compliance and utilization of B2B hub (e.g.

trading volume with intercompany)

Report on working capital
Track financial performance actual against budget (own cost center)

100% compliance

 

2 - Strategic Purchasing: Weight: 20 %

 

Key Performance INDICATORS

Performance Standards/Targets

2.1

Define physical fulfilment strategies and prioritization of sourcing

implementations in cooperation with group and Business Partners

Pricing efficiency (%) versus the previous year as measured by the Red Book of Savings

% Spend managed by strategic procurement center at group

% of orders through catalogues Spend managed per FTE, Savings

 

 

 

managed per FTE

Average payment days

2.2

Build up a supplier base (potential and active)

Same as above

2.3

Manage supplier relationships

Same as above

2.4

Prepare annual purchasing budgets based on planning requirements of business units for the actual and the following year

Same as above

 

3 – Procurement Processes and Supplier Performance Management: Weight: 20 %

 

Key Performance INDICATORS

Performance Standards/Targets

 

 

3.1

Supplier Performance Management Lead and manage the 3-step process

Qualification
Evaluation (twice a year)
Optimization

100% compliance

 

Manage and steer the purchasing process from demand to delivery

100% compliance

 

Operational Demand Management - prepare forecasts by supplier, manage stocks & obsolescence

100% compliance

 

Fulfil the requirements of the business partner

100% compliance

 

Adhere to corporate governance policies

100% compliance

 

Manage the tendering procedure

100% compliance

 

Ensure that the best and most cost-efficient Supplier will be chosen

100% compliance

 

 

4 – Logistics: Weight: 30 %

 

Key Performance INDICATORS

Performance Standards/Targets

 

 

 

 

3.1

Select carriers and negotiate contracts and rates.

Pricing efficiency (%) versus the previous year as measured by the Red Book of Savings

% Spend managed by strategic procurement center at group

% of orders through catalogues Spend managed per FTE, Savings managed per FTE

Average payment days

3.2

Plan and monitor in bound and outgoing deliveries.

Same as above

3.3

Supervise logistics, warehouse, transportation, and customer services.

Same as above

3.4

Organize warehouse, label goods, plot routes, and process shipments.

Same as above

3.5

Respond to any issues or complaints.

Same as above

3.6

Research ideal shipping techniques, routing, and carriers.

Same as above

3.7

Work with other departments to incorporate logistics with company procedures and operations.

Same as above

3.8

Evaluate budgets and expenditures.

Same as above

3.9

Update and evaluate metrics to assess performance and implement enhancements.

Same as above

3.10

Ensure all operations adhere to laws, guidelines, and ISO requirements.

Same as above

 

 

4 - Support and Advisory Services to Senior Management: Weight: 10%

 

Key Performance INDICATORS

Performance Standards/Targets

4.1

Participate in entity strategy mapping.

Opco growth, achievement of strategic objectives.

4.2

Provide advice and guidance to functional management on approaches, projects and programs in their respective functional areas.

Achievement of Opco targets.

4.3

Partner with cross functional teams to investigate unusual trends in the operations of the business.

Achievement of Opco targets.

4.4

Supports senior management team and functional department heads within depth data driven analysis of business situations.

Achievement of Opco targets.

4.5

Prepare performance and other reports for the board of directors and senior management team.

Prepare quarterly reports every quarter;

 

 

Key Decisions:

Decides on appropriate amendments to company policies

Decides on appropriate framework to ensure compliance.

Financial Strategy:

Staffing levels for the departmental section.
Which projects to prioritize and which ones to put on hold or to reject completely.
Which policies to adopt in response to assessed business risks e.g. fraud, failure to achieve business objectives, competition etc.
Finance strategy responses to variances observed against targeted performance.

Operational – which expenditure request to approve or reject completely.

Decides on which investment project is worthwhile to pursue and which is not.

 

Accountable for:

Investment appraisals and preparation of business cases

Post investment appraisal and reporting thereon

Budget, Forecasting and Management Reporting

Internal Controls

Finance Teams Performance

 

Job Requirements

Qualifications

Formal Qualifications Required

Essential / Desirable

 

Degree in Accountancy

Essential

Professional accounting qualification such as CA/ACCA/CIMA

Optional

 

Experience

 

Role Related Experience Required

Minimum

Years’

Experience

 

Essential / Desirable

At least 8-10 years’ experience in Finance, Corporate Finance, Supply Chain, or any   related discipline experience.

8-10

Essential

 

Knowledge Areas

Role Related Knowledge Required

Essential / Desirable

Knowledge of International Financial Reporting Standards (IFRS)

Optional

 

Accounting Standards (IAS) are a prerequisite.

Optional

High skills on computer literacy with proficiency on MS Office and business modelling tools.

Essential

Knowledge of pastel

Essential

High degree of professional judgment and discretion.

Essential

 

Skill areas

 

Role Related Skills/Competencies Required

Essential / Desirable

Good spreadsheet and financial modelling skills

Essential

Advanced analytical, conceptual, and diagnostic skills

Essential

High skills on computer literacy with proficiency on MS Office and business modelling tools.

Essential

Strong understanding of the telecom business.

Essential

 

Supervisory Control

 

Supervision Given

All the Supply chain team

 

KEY CONTACTS

 

Internal Stakeholders

 

Key people / departments

All Heads of Departments

 

Group & Regional Finance

 

Board

 

 

External (Outsourced/Partners)

 

Key People

External Auditors

 

Investors

 

Statutory bodies, Central Bank and Stock Exchange

 

Telecommunications Regulatory body

 

 

Board and Professional Memberships

 

Board/Professional Membership Required

Essential / Desirable

N/A

 

Apply:   [email protected]

 

NB: Only selected candidates will be contracted for the next step,

A lire ici :/sites/default/files/2022-04/head_of_supply_chain.docx

 

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