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Energy - Mining - Gas: FME Product Development and Support Operations Man From September 1998 To July 2001
Duties
Management of the Operations Division
Directs the management of the FME Fuel account
Directs the optimisation of the cost of fleet maintenace and administration of fleet
vehicles
Management of procurement and disposal of all vehicles and equipment
Management of FME insurance portfolio and the associated fleet risks
Provide strategic direction and form part of FME strategic management
committee
Creation and management of central pooling facilities for vehicles and equipment
Build and enhance relationships and networks with service providers
Functional Outputs
Directs the managed maintenance department for all fleet vehicles bu instituting and monitoring measures to ensure that:
Residual value of vehicle is maximised via optimum maintenace scheduling
Maintenacne costs remain within or below industry norms
Quality of maintenance is above acceptable standards
All municipal fees are paid on time
No vehicle abuse is going undetected
Directs the fleet administration department foll all fleet vehicles by instituting and monitoring measures to ensure that:
All fuel transactions are reconciled and exception actioned
Control mechanisms are in place for license renewals
Fines are tracked and paid by the responsible parties
Transport costs are allocated to jobs and projects as required by the FME
customers.
Manages the efficient and effective procurement and disposal of all vehicles and equipment by instituting and monitoring measures to ensure that:
Adequate Capital procurement planning is done
The best contract prices are being negotiated
The hightest resale vaule for disposals are being achieved
The delays from order to delivery and termination to disposal of vehicles are
minimised
Processes comply with relevant directives and that transparency is maintained
at all times.
Manages the FME interface with insurance broker/s and ensure that appropriate insurance protection is in place to protect FME and its assets.
Reduction in accident damage cost by instituting and monitoring measures to ensure that :
Prices quoted for repairs are minimised
Vehicle down time is kept to a minimum
Appropriate corrective action is implemented to minimise the risk of reoccurence
Build and enhance relationships and networks with service providers by having regular visits to:
New vehicle manufacturers
New vehicle marketers
Accessory suppliers
Component suppliers
Insurers
Municipal authorities
Used vehicle marketers and
Training bodies
Improve and enhance FME service levels by:
Implementing measures to monitor and improve service to the customers via
external orders.
Optimisation of pooled vehicles and equipment numbers by:
Implementing utilisation measures
Implementing utilisation criteria to ensure that equipment with low utilisation is hiredin, rather than bought
Provide strategic direction by:
Sharing strategic that the operation department should be following
Participating and contributing to the management committee
Co-ordinates Business Planning by:
Producing future resource plans and budget
Appropriate rwsource allocations
Recruit personnel, develop individuals, teams and self to enhance business
performance
Plan, allocate and evaluate work carried out
Create, maintain and enhance effecive working relatinships with staff
Seek, evaluate and organise information for action
Exchange information to solve wider probelms and to assist in making these
decisions
Manage the marketing of FME and its services by:
Creating high-level awareness of FME and the services and products it offers.
Directs the development of the FME product lines by:
Analysing the FML/FM market for new trends and products
Building relationships and networking with FML players
Identifying potential user needs via customer forums
Manages the development and maintenance of FME tariffs and rental structures, and ensures they are implemented and applied throughout the enterprise.
Manages the provision of a professional fleet management consulting and advisory service to customers via the FME Account Executives and out-sources specialised resource requirements where and when required.
Ensure that all legislation issues (COFs, licenses, permits etc.) are being adhered to and that no omissions of the law are occurring.
Provision of high quality, timeous executive information for Management & account executives by:
Identifying needs of customers
analysing requirements
Provide forecasts
Doing scenario analysis
Co-ordinates the training of the FME Customer Interface Staff on new and existing products to ensure that a standardised approach if followed.
Co-ordinates the establishment of fleet policies and procedures for FME and customers.
Management for fleet risks by Co-coordinating the activities of the Product Development
and Support Consultant and the Fleet Risk Controller.
Ensure the relevant staff keep all vehicle / equipment information and pricing current and accurate in the Integrated Fleet Management System (IFMS).
Manages the development for vehicle and related equipment designs and modification
specifications for customers and the procurement process.
Liaise and maintain relationships with vehicle manufacturers to ensure subordinates are
able to take appropriate action over abnormal warranty claims.
Attend and contribute in strategic FME management Committee Meetings
Co-ordinates functional audits in terms of policies established for customers.
General management functions:
Budget for section, and FME R&D, and other project related expenditures
Plan future activities and priorities
Co-ordinate activities
Control costs and activities
Allocate resources
Transportation - Logistics: Group Purchasing and Logistics Manager From May 2005 To November 2006
Duties
Group Purchasing and Logistics Manager
January 2007 to November 2006
Functional Outputs
The objective of the Logistics Manager is to achieve the strategic objectives of the Purchasing, Logistics and Stores Departments, enabling the Commercial department and ultimately the company to achieve its success objective through the process of adding value and developing the department.
The objectives are:
Cost Control
Maintaining the budgets and ensuring that there is no over expenditure
Control budgets by forecasting projections and on a monthly basis.
Project Spending Budgets.
Reduction by 10percent per month.
Measure Cost per Ton for each mining operation and reduce the costs per ton.
Motivation for all non budget items.
Effective Purchasing
Assessing contracts and ensuring the business risks are reduced.
Negotiating bulk purchasing and extended pricing from suppliers.
Optimization of Payment terms. Achieving a target of 180 days on average.
Measurement of total discounts achieved.
All overhead Budgets are to be maintained by:
Not exceeding budgets
Negotiating better discounts
Negotiating better payment conditions
Applying minimum stock levels correctly
Negotiating consignment stock agreements
Enhanced Service to Clients
Monitor and ensure there is a positive trend on the following targets:
Outstanding tasks on a weekly basis by quantity.
Days late (average days late for completed and outstanding tasks).
Tasks completed on a weekly basis by quantity.
Quality of Purchasing. This must be measured by the return of tasks to be redone, non conformances issued against department.
Measuring each of their routine tasks that they perform and assessing their quality and skill on the task weekly
A Motivated and loyal workforce
Develop tasks set per month.
A schedule submitted at the beginning of the month and the schedule must be adhered to.
The team must be assessed quarterly on a skills basis and their targets.
Performance is to constantly improve.
Measure productivity per Buyer, ie Based on: quantity, savings, improvement - average for the entire department measured per week and then per month. This will enable the analysis of their development.
Value Based Management
Assessing the productivity of the department will enable the manager to determine what value has been added to the department not only form the Manager but form each individual in the team.
Measure one can determine how effective the manager is performing.
Contracts Management and Enhancement
Create a process to manage the above effectively. This process should achieve:
To minimise risk within the business.
To speed up the process where contract terms are used.
Enhance efficiency.
Coordinate and take responsibility for the contracts process at Manhattan.
Ensure that all contracts are reviewed and created with minimal risk to the company.
Create templates for all contracts and documents in company to ensure that creation of contracts is covered adequately.
Assess reports issued on assets, Maintenance plans, Equipment etc and fleet resources.
These reports must assess the management of the assets in question.
Optimised maintenance plans and reduction in costs,
Ensuring we dont need to buy more but rather optimising the usage of existing assets.
Measurement on a weekly and monthly basis.
Minimal down time of Company resources
Measure the time taken to repair a damaged item or restore the resource to the stores/works department.
This will be from the time it is logged as damaged on the stores database to the time it is available for use again (IE delivered from repair)
Assess the usage of Company assets
Costs on a monthly basis.
Determine the efficiency of trucks cranes, bakkies and pool cars.
Assess usage booked to Cost of Sales vs overheads use.
Ensure that there is more than a 75percent usage on all company resources.
If not, sell the resource or replace with better performing asset.
To be assessed scientifically by Logistics Manager.
Contracts, Purchasing and Logistics Manager
Achieve the strategic objectives of the department.
Review and create contracts in the contract review process where required.
Approve contracts and assess them. Meet with attorney where required.
Management of day to day activities of staff.
Maintain and establish departmental policies, procedures and objectives.
Manage, Measure and Improve Staff and Departmental Performance, Productivity and Development.
Regular Value Generating meetings with staff.
Management of Stores department.
Motivation and development of Staff.
Adding Value to the department, focused on achieving the objectives of the department.
Development and measurement of the stores Department.
Authorisation
Authorise Purchases and large sale contracts.
Review Manhattan legal documentation monthly to ensure we are not at risk.
Prepare and approve all contracts.
Authorise their amendment.
Authorise Requisitions and orders as per Auth procedure.
Approve payments as per recon audit procedure.
Waybill authorisation.
Over budget purchase authorising : comply with Over budget procedure.
Asset Purchasing
Control
Productivity reports for the department (P&L and Stores).
Cost Management.
Assessing trends and acting on poor performance.
Performance standards set for the department and per individual.
Waybill report of asset movement and outstanding items.
Damage reports Analysis.
Budgets report and target achievement.
Development Performance Reports.
Resource Efficiency and control Reports.
Commercial Manager
30 May 2005 to 31 December 2006
Functional Outputs
The objective of the Cost Accountant/Purchasing and Logistics Manager is to achieve the Strategic objectives of the Purchasing, Logistics and Stores Commercial department and ultimately the company to achieve its success objective through the
Process of adding value and developing the department by controlling costs and expenditure Within the company
Job Description
Cost Control (Budget Control and optimisation).
Effective Purchasing (vendor assessments and improved discounts).
Enhanced Service to its Clients (the company).
Value Based Management (change current orders to eliminate risk).
To optimise the purchase and use of Business Assets/Resources.
Minimal down time of Company resources used in operations.
Training of team on contracts.
Set up and management of site buying as well as procedures.
Fleet Management
Purchasing and Logistics Manager
Achieve the strategic objectives of the department.
Management of day-to-day activities of staff.
Maintain and establish departmental policies, procedures and objectives.
Regular Value Generating meetings with staff.
Management of Stores department.
Motivation and development of Staff.
Manage, Measure and Improve Staff and Departmental Performance, Productivity and Development.
Adding Value to the department, focused on achieving the objectives of the Department.
Development and measurement of the Stores Department
Authorisation
Authorisation of Requisitions and orders as per Auth procedure.
Approve payments as per recon audit procedure.
Autorisation of Waybills .
Authorisation of over budget purchases: comply with Over budget procedure
Asset purchasing.
Financial Manager
Achieve the strategic objectives of the department
Management of day-to-day activities of staff.
Maintain and establish departmental policies, procedures and objectives.
Manage, Measure and Improve Staff and Departmental Performance,
Productivity
Cost control within the company.
Controls
OMS
Quantity of requisitions and orders completed weekly and monthly
Number of days late on orders (48 hours)
Purchasing terms (not less than 60 days)
BEE procurement
Cost control i.e. Variable overheads and project costs
Fleet
Cost control
Quality control
Asset Management
Stores
Cost control
Asset Management
Packaging: Assistant Cost Accountant From May 1988 To January 1993
Duties
General costing functions
Energy - Mining - Gas: Own Business From July 2001 To April 2005
Duties
To provide strategic leadership for implementing the strategic intent.
Formulates and implements strategic guidelines, directives and policies.
Accepting responsibility for financial performance.
Customer Relationship Management.
Functional Outputs:
Provides strategic management and direction
Accepts responsibility for financial performance and enforce good corporate governance
Accepts responsibility for customer relationship management
Energy - Mining - Gas: Fleet Controller From February 1993 To July 1995
Duties
General fleet administration - Finance for Fleet Officer
Transportation - Logistics: Fleet Manager From December 2007 To current
Duties
To develop and implement an effective Fleet management focus within the region.
The development and review of fleet policies and operating manuals inclusive of standards and processes.
To ensure appropriate refinements and best practice developments and benchmarks are introduced into Fleet Management across the region.
Establish a partnership with operating departments to assist them in the identification, monitoring and reporting of fleet related risks within their respective business areas.
Undertake regular fleet focused professional review of all business units.
Provide fleet monitoring services related specific to statutory requirements.
Manage and maintain a fleet register.
Ensure that vehicle related incidents are reduced by implementing effective control procedures.
Compile Monthly Fleet Reports.
Liaise with Fleet Service Providers and Internal Fleet end users.
Prepare, monitor and control the departmental annual budget so that expenditure in line with SARCC/Metrorail business plan.
Lead direct and manage staff within the department to meet their objectives of their roles, the team and SARCC and Metrorail.
Ensure effective Fleet management in the Region by implementing policies, procedures and operating standards with emphasis on but not limited to:
FML Vehicles
Tracking/Fleet Management System
Fuel Cards
Fuel System
Short Term Rentals
Payment of fleet related expenses
Repairs and maintenance
Tyres
Traffic Fines
Implementation of the National Road Traffic Act
Accident and Insurance
Driver training ,evaluation and internal accreditation
Knowledge
Planning process / Reconciliation.
Vehicle claims/3rd party claims.
Customer and requirements.
Insurance Principles.
Information Management and the use of technology.
Project Management / Relevant structures and policies.
Human Behavior and group dynamics.
Skills and Attributes
Administrative skills
Contract Management skills
Financial Management skills
Knowledge of insurance
Computer skills (Ms office)
Budgeting skills
Planning and Organizing
Analytical, Report writing and Interpersonal skills
Leadership skills, Decision making and interpersonal skills
Attitude
Open mindedness, Flexible, Participating and sharing.
Supportive, consistency and integrity
Pro-active, Energetic and initiative
Initiative, Self Motivated, Organizational Sensitivity
Empathy, confidentiality, sensitive to client needs
Policy and procedure orientation
Safety awareness and consciousness
Energy - Mining - Gas: Accountant From August 1995 To August 1998
Duties
Ensure all customers fleet needs are identified and satisfied by:
Interacting with customers at all three levels of the organisation
Scanning the market to identify new trends
Ensure that staff is equipped, and are meeting these needs.
Manage the improvement of customer satisfaction by:
Analysing ad hoc feedback and correspondence
Interaction with customers
Implementing customer satisfaction questionnaires
Monitoring and analysing feedback
Ensuring that necessary improvements are implement
Interface with customers at Executive and Senior Management level.
Improved vehicle utilization by instituting and monitoring measures to provide valuable
information to customers by:
Carrying out bench-marking studies
Comparing utilisation is equivalent or above industry norms.
Manage the market penetration of the FML business by:
Identifying all current and potential customers within the FML market niche
Facilitating and approaching potential customers to convert them to FML customers.
KPI & exception reporting of information to fleet user management by instituting and monitoring measures to ensure that:
Customers are satisfied
Information provided is relevant
Information provided is being used
Efficient and cost effective short-term vehicle/equipment rental provision by instituting and monitoring measures to ensure that:
Bench-marking studies are carried out
Utilisation is equivalent or above industry norms
FML internal equipment pool is of an optimum size
There is the correct balance between own and external rentals.
Attend and contribute strategic input at FML management committee meetings.
Management of branch activities by:
Monitoring, maintaining and initiating change to improve service and product delivery
Monitor and control the use of resources
Recruit personnel, develop individuals, teams and self to enhance business performance
Plan, allocate and evaluate word
Create, maintain and enhance effective working relationships with staff and service providers
Seek, evaluate and organise information of action
Exchange information to solve wider problems and to assist in making these decisions
Managing group dynamics between multi-level customers and service provider.
Communicate the vision & services provided by the FML to all potential users by:
Arranging presentations to customers
Attending Eskom section/department meetings.
Liaise and negotiate deals for FML products with new customers.
Provide an utilisation management service by:
Instituting and monitoring measures to ensure that:
Customers are receiving useful information and advice
Customers are acting on the information they receive
Provides ongoing customer interface at operations level by:
Establishing contact with customers in need of FMLs services
Ensuring drivers & managers are informed of contact numbers & necessary procedures and processes w.r.t. FML services.
Establishes and maintains FML Service contracts with customers by:
Assessing number and type of vehicles available to customer.
Suggest most suitable vehicles in-line with menu of application recommends optimal fleet size and types of vehicles required.
Assist customers to compile fleet budget plans
Prepares and gives presentation to customers on total fleet solutions with what-if scenarios to guide customer decision-making.
Prepares quotes for selected vehicles based on depreciation, maintenance, and customer standardisation guidelines.
Discuss and recommend most cost effective vehicle
Ensures that all FML contracts are approved and within resource constraints.
Discusses deviations from established contracts and re-negotiate as required (re-structure)
Presents schedule to agreement to customer and obtain signature.
Provide improved vehicle utilisation by:
Arranging with customer of overdue/abused/abused vehicles to sent them for maintenance/repairs
Liaising with customer management if maintenance work is carried out due to driver abuse
Follow-up on vehicle abuse as provided by OBC, and recommend corrective action.
Assist customers to analyse OBC reports.
Follow-up Scheme car exceptions with drivers and managers.
Provides support in the case of accidents for asset protection and Eskom incident reporting purposes:
Investigate the scene of major accidents
Request the assistance of a technical assessor to investigate major accidents
Secure vehicle in the case of a major
Ensure download of OBC information in case of a major accident
Form part of formal fact finding investigation of an accident.
Recommend corrective action to customer from the results of the accident investigation findings - e.g. driver training.
Provides regularly feedback reports to customer and follows up resolves all customer complaints regarding FML services.
To maintain and capture more of the existing market for FML products by:
Scanning the market for potential customers
Liaison with existing customers.
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