Warehouse Supervisor

Dreaming big is in our DNA. It's who we are as a company. It's our culture. It's our heritage. And more than ever, it's our future. A future where we're always looking forward. Always serving up new ways to meet life's moments. A future where we keep dreaming bigger. We look for people with passion, talent, and curiosity, and provide them with the teammates, resources and opportunities to unleash their full potential. The power we create together – when we combine your strengths with ours – is unstoppable. Are you ready to join a team that dreams as big as you do?

The Key Purpose of this Role is to efficiently manage the shift to ensure all requirements from a Safety, Quality, Governance, Interfaces with Packaging and Brewing Process Areas (Where Applicable) and Inbound Logistics and Outbound Logistics to satisfy Internal and External Stakeholder Service Levels.
KPI Management through Effective Reporting and Problem Solving (E.g. 5 WHY, Abnormality Reports, SIC, OPLs, RACI's, OWD's, PDCA's)

Key Outputs and Responsibilities

The Key Accountabilities for this role include but are not restricted to:

• Excellence Programmes

• Ensure implementation and compliance of VPO and DPO Excellence Program

Safety

• Ensure all areas of the Warehouse have Territorial Safety Ownership within Logistics Operation and ensure area owners are aligned to VPO requirements

• Ensure OWD plans are set out and are dynamic to deal with current Safety Concerns and Operational Requirements in the Logistics Operation and monitor execution of these plans

• Ensure that Department of Labour Stacking Exemptions are complied with and Warehouse Density/Capacity is maximised within legal requirements

• On shift monitoring of the Fleet Systems (e.g. FMX) and Investigating Transgressions to improve Driver Behaviour.

• Ensure all Safety Incidents and SIF incidents are investigated to identify route cause and actions developed to prevent from happening again

People

• Enhance people capability

• Employees are managed in accordance with the Company's Performance Management philosophy and principles

• Input into Training needs analysis to ensure sustainability and continuation

• Provide on the job coaching and mentoring to ensure continuous improvement

• Manage Employees in a manner that maintains a healthy industrial relations climate

• Employee's punctuality and attendance managed to meet operational requirements

• Effective Leave Management

• Time and attendance, overtime and shifts via SAP administration effectively managed

• Ensure that all Employees are conversant with relevant business information, policies, processes and procedures

• Support social systems

• Create an environment that allows for cross functional learning and integration

• Ensure Sufficient Human Resources availability according to Logistics Operational Requirements

Quality

• Food Safety requirements adhered to as per Policy

• Track, trend and manage repacking operation to conform to quality standards and to improve repacking productivity

• Ensure adherence to blocking standards on non-conforming inventory

Stock Count

• Lead the Daily Stock Count - Finished Goods, Raw Materials and Empties

• Ensure movement of materials reflects in the SAP system at all times.

• Problem Solving Stock Discrepancies between Physical and ERP

• Improve Inventory Accuracy through the utilization of problem solving tools.

• Drive actions that come from Problem Solving efforts to improve ERP vs Physical and KPI Performance

• Inbound Logistics & Outbound Logistics

• Completeness and Accuracy Check to ensure all Inbound & Outbound Loads are in the correct status in SAP including RTP

• Ensuring any escalations of Delivery Schedules and Inbound Retpack Plans not materialising takes place timeously with Supplier and T1 Control Room before risk materializes

• All documentation accurately and comprehensively completed

• Monitoring Outbound Plan is sufficient to manage Warehouse Capacity, FTCT and OTIF

• Packaging Line and Brewing Process Area Interfaces for Raw Materials, Finished Goods and Returnable Containers

• On shift Reconciliation between Packaging and Brewing Process Areas with Warehouse (Finished Goods and Raw Materials) to ensure alignment on numbers between parties

• Review Documentation for all movements and ensure signed by both issuing and receiving party and sign off as well

• Problem Solving Stock Discrepancies and ensuring route cause is identified and resolved

• Actions developed to improve process control together with packaging and brewing process area owners

• Additional Interface Requirements

• Discrepancies on DCBL Sign Off is resolved with Team Leaders and escalated if required

• Problem Solve and Trace DCBL impacts and engage Sending Sites and Distribution Team on Customers impacting DCBL for action plans. Follow up and ensure these action plans are executed

• Review MBFU Results Captured and ensure sign off from both parties and captured results are as per signed off results

• Review FRI Results Captured and ensure sign off from both parties and captured results are as per signed off results. Drive Problem Solving on gaps identified

• Sorting & Sampling Operation

• Daily Priorities are clearly communicated

• Management of Productivity and Safety (e.g. WTS)

• Quality Checks conducted to ensure Sorting Standards are adhered to

• Analyse MBFU results to initiate and partake in Problem Solving with DCs, Regional Teams and Distribution Teams

• Problem Solving and actions to improve productivity and safety

• Quantities to be processed for payment signed off and verified

• Ensuring flow of empties to and from sorting operation minimises double handling of empties

Picking Operation

• Replenishment according to FEFO

• Analysis of Picking Area size to ensure warehouse capacity is not lost and is big enough to execute picking operation safely

• Management of Productivity, Picking Accuracy and Safety (e.g. WTS)

• Problem Solving and actions to improve productivity and safety

• Quantities to be processed for payment signed off and verified

Pallet Repairs

• Management of Productivity and Safety (e.g. WTS)

• Overtime Management

• Documentation Control for all movements to and from Pallet Repair Operation

• Problem Solving DCBL due to Defective Pallets

• Quantities to be processed for payment signed off and verified

• Problem Solving and actions to improve productivity and safety

• Breakages Management

• Problem Solving and actions to improve

ABC Analysis

• Ensure adherence to the layout in line of certain warehouse activities e.g. Empties zone; Refusal zone; Order Picking zone; Repack zone; Finished Goods zone to ensure safe and efficient operations

Decanting Operation

• Documentation Control for all movements to and from Decanting Operation

• Daily Priorities are clearly communicated to Decanting Operation

• Management of Productivity and Safety (e.g. WTS)

• Quantities to be processed for payment signed off and verified

Overpacking Operation

• Daily Priorities are clearly communicated to Overpacking Operation

• Management of Productivity and Safety (e.g. WTS)

• Quantities to be processed for payment signed off and verified

• Processing of overpacking transactions in ERP to ensure Bottle & Crate and Single Bottles are accurately reflected in ERP

Bottle Loss

• ERP transactions reflect all Loss Points in the Logistics Operation (Breakages, MBFU from Sorting, Inbound Losses etc.) to ensure GL losses in ERP match Mass

Balance Results

• Packaging Interface Processes and Routines as detailed above to ensure losses are reflected in the correct areas to drive problem solving

• Problem Solving Inventory Counting discrepancies to minimise swings

SCOH Management

• ERP transactions reflect all Loss Points in the Logistics Operation (Breakages, Inbound Losses etc.) to ensure GL losses are reflected timeously in ERP

• Reduce Supply Chain Overheads through the utilization of problem-solving tools.

• Gate Control SOPs on Inbound and Outbound Loads are followed to ensure Un-accountable Losses are negated

Forklift Management

• Logging and Facilitating Breakdowns

• Implementation and Monitoring of Fleet Systems (e.g. FMX)

• Job Card Sign offs

• Permit to Work Management

5S

• 5S Compliance within Logistics Operations

• Conduct 5's Audits, consolidate results and use management tools to improve results

LCA

• Ensure implementation and compliance of LCA Audit Requirements

PTP Process

• GRIR/VIM Query Management

General

• Liaison with Internal and External Customers

• Support Team Goals and VPO Principles

• Participation in handover process before and after every shift

• Prepare for Handover and ensure Problem Solving Complete

• Team rooms managed and updated through routine meetings to solve problems and drive performance

Minimum Requirements:

• 3-year diploma highly advantageous

• 3+ years Warehouse and or logistics experience advantageous

• Highly level computer user.

• SAP proficient

• Good interpersonal skills / builds good relationships

• Superior planning ability

• Ability to work under pressure

• Good verbal and communication skills

• Good self-management practices

• Strong achievement orientation

• Ability to adapt to and implement change effectively

• Excellent coaching capability

Additional Information:

• BAND: VIII

SAB/ABInBev is an equal opportunity employer and all appointments will be made in line with SAB/ABInBev employment equity plan and talent requirements. The advert has minimum requirements listed. Management