Gauteng: Operating Director posted by Afro Miaki Group PTY

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 1520% 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 KPIs 510% 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 Customer complaints reduced by 3040% 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 REQUIREMENTS QUALIFICATIONS Bachelor’s degree in Operations Management, Supply Chain Management, Logistics, Industrial engineering, business Management, or a related field. Postgraduate qualification such as an MBA, MBL, or Postagraduate Diploma in Business/ Operations/ Supply Chain (advantageous) EXPERIENCE 5 – 10 years senior operations leadership experience Experience in retail, FMCG, wholesale, or logistics-intensive environments Multi-site, multi-region operational leadership ERP / WMS / routing systems experience Exposure to both retail and redistribution models Strong cost-control and execution discipline SKILLS AND KNOWLEDGE Leadership Style Hands-on, structured, and decisive Data-driven and KPI-obsessed Comfortable challenging legacy practices Calm under pressure, execution-focused