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,
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