Job Description

:Job PurposeReal time tracking of agreed performance parameters and ensuring corrective action accordingly. To ensure adherence of SOPs and reporting systems as given.
To also provide value added inputs to PLH/Rail- Road coordinator for areas of performance improvement.Job Context & Major ChallengesCement Business is working on improvement in the services to its customers and the same can be achieved by improving the performance at each level of operation. The performance manager at the Plant exercises real time monitoring over the operations through Eye to Serve module, SAP and initiates corrective actions in outbound logistic operations at Plant for improvement in the Logistic performance indices.The efforts of the operational roles at the Plant (Road/Rail/Shift) are more focused on ensuring mobilisation of the required resources for timely order execution/ S&OP target achievement. The Performance manager works on identification and facilitates implementation of the identified areas of improvement in each area of operations w.r.t improvement in systems and processes, dedicated fleet development, fleet size optimisation , reduction in truck turnaround time and rake loading time and even need for Capex investments w.r.t Plant infrastructure up-gradation etcThe biggest challenge of the performance manager will be to make people use the aforesaid module extensively at plant and give them analytical feedback to improve their efficiencies without loss of time. The job not only involves high degree of analytical skills, but also requires persuasive behavior to ensure acceptance of the given suggestion and making people use the system extensively for corrective actions.1. Route optimization
2. Mode-mix
3. Improvement in Asset utilization/fleet performance
4. Direct/STA supplies or fleet size optimization
5. CSLMajor challenges:1. Logistic KPI monitoring and performance Improvement
a) Standardization of the Logistic KPI across Plants and Zones
b) Defining and implementing standard systems for monitoring the Logistic KPI's
c) IT driven measurement of Logistic KPI's
d) Inclusion of new KPI's based on emerging Business requirements
e) Understanding of the infrastructure and operational capabilities and constraints to identify the scope of efficiency improvement
f) Getting the involvement and support of the team for performance tracking and improvementKey Result AreasKRA (Accountabilities) (Max 1325 Characters)Supporting Actions (Max 1325 Characters)KRA1Performance Management

• Compliance to S&OP Planning: creating a system to improve S&OP achievement through triggering the inputs w.r.t variation against the S&OP PLH, rail & Road coordinator w.r.t Despatch Volume, segment distribution, interstate movement.
• Cost Management: Creating a system to track the various logistics parameters / efficiencies impacting logistics cost & providing inputs to PLH, Road & Rail Coordinator, Zone for efficiency improvements leading to cost optimization on Regional basis.
• Achievement of desired Service Level: Monitoring of CSL on order level w.r.t quantity and quality and feedback for improvement to PLH & rail & road coordinator for consistent and continuous improvement through change in business practices.

KRA2System Strengthen & Improvement

• Educating the team on the systems required for improved performance and working jointly to get the new systems and process implemented.

KRA3Improving logistics KPI

• Analysis of the actual performance, identifying the areas of performance improvement, working with the team for specific and time bound action plan for implementation.
• Defining a system for monitoring and facilitating complete and timely implementation of the agreed actions for performance improvement.

Aditya Birla Group