Commercial Manager

A growing flexible manufacturing plant in Pinetown has a vacancy for a Commercial Manager.

As a Division Head you would be a member of the Senior Management Team. This provides you with the opportunity to have a voice in setting long-term strategies, deployment of resources, and key priorities.

**1. Key responsibilities**

**a. Quoting**

i. Manage preparation of customer quotes (BOMs)

ii. Understand Excel quoting utility and determine accuracy thereof

iii. Measure quote turnaround time

iv. Manage marking quotes as unsuccessful

v. Update of system rates to cover increases (annually)

1. Material

2. Labour and overheads

3. Mark-Up

vi. Reports (EXCO Meeting)

1. No of quotes processed

2. Quote turnaround time

3. Success ratio

4. State / form in which information received

**b. WIP / Costing**

i. Extract report of WIP on a daily basis

ii. Ensure that times booked to job / materials issued to job (daily) - ensure that this is done

iii. Manage after job costing (Daily)

1. Determine accuracy in relation to quotes

a. Over-usage of materials

b. Excess labour

c. Report to be extracted to allow management thereof

iv. Participate in plans for corrective actions to overcome weaknesses

1. Time recording

2. Overuse of materials and implementation of controls

3. Unfinished jobs

v. Jobs

1. planned delivery vs actual delivery

2. overdue jobs

3. Job quantities vs Actual Quantities

vi. Reports (EXCO Meeting)

1. Status report on WIP covering

a. Time recording - excess time used

b. Issuing of Materials - excess materials used

c. Finished goods quantity produced compared to job quantity

d. Customer deliveries

i. On Time

ii. In Full

iii. At Quality

e. Update on costing process and closing of jobs

i. Highlighting areas causing delays

ii. Weaknesses

**c. Warehouse**

**i. Finished Goods**

1. Furnish Sales with details of Customers for whom we hold stock without supporting documentation / contracts

2. Report - stock holdings over 60 days and interact with Sales Manager to manage and minimise risk

3. Price increases

4. Stocktaking

5. Minimum quantities

6. Monthly reporting of stockholdings over agreed terms - KPI of sales

7. Management of returns

a. Quality and recording of deficiencies

b. Approval of Credit Notes

c. Record keeping

**ii. Reports / EXCO Meeting**

1. Contracts

a. Signed

b. Outstanding

c. Role of sales in this process

2. No Contracts

a. Document in support of stockholding

b. Credit terms

3. Customer stockholdings

a. By value

b. By amount over terms allowed (terms to be reflected)

c. Action plans

4. Stock take

a. Present list of Adjustments / write offs

b. Reasons

c. Housekeeping

**iii. Raw Materials**

1. Real time recording of receipts / issues

2. Manage monthly stocktake

3. Determine reasons for any stock variances

4. Report - stock holdings over 60 days and interact with Sales Manager to manage and minimise risk

5. Process price increases

6. Process adjustments

7. Manage quality or raw materials received / documentation and credit notes / returns thereof

**iv. Reports / EXCO Meeting**

1. Status on real time issues / receipts

2. Stocktake

a. By Stock type (class category)

b. Present list of Adjustments / Write offs

c. Reasons

d. Housekeeping

**d. Purchasing**

i. Local

1. Document process of purchasing for local orders

2. Examine process for deficiencies

3. Approve (in conjunction with MD) price increases

4. Processing of price increases

5. Basis for purchasing

a. Per BOM

b. Bulk ( determination of quantity)

ii. Reports / EXCO Meeting

1. Local

a. Over / under / part deliveries

b. List of price increase requests

i. Granted

ii. Requested

c. Terms

d. Discounts

2. Status on imports

a. Lead times

b. Stockholdings

c. Foreign exchange

i. Covered

ii. Uncovered

**e. Production Planning**

i. Planning to 80% of capacity

1. Fixed window (few changes) and documentation of changes thereof

ii. View of Plan vs Actual

iii. Interaction with Production in regard to correction of:
1. Production standards

2. Production department inefficiencies

3. Production improvements

iv. Reports / EXCO Meeting

1. Frequency of interruption of window period with reasons

a. Analysis by Sales Person

2. Effectiveness of planning

v. Customer deliveries

1. On time

2. In full

3. At quality

**f. EXCO Meeting**

i. Monthly attendance and presentation covering each of the above

1. Plan with timelines

2. Status

Ability to commute/relocate:

- Pinetown, KwaZulu-Natal: Reliably commute or planning to relocate before starting work (required)

**Education**:

- Bachelors (required)

**Experience**:

- commercial management in a manufacturing environment: 3 years (required)