Regional Logistics Executive

Job Description

Job Purpose

Ensuring uninterrupted supply of resources by continuous interaction with service providers (Handling agents & Secondary transporters) across godowns, goodsheds in the region. Develop market intelligence on service providers, service cost, industry practices etc for smooth operations, cost optimization & network initiatives.

Job Context & Major Challenges

Job Context: Cement is a core industry. The industry has surplus supply position and entry of MNCs is a major threat. The ownership of the industry is highly fragmented. The product is highly sensitive to power, fuel and logistics cost which are known as major value drivers for this business.

Growing capacities with limited resources and increasing service expectations. Quality being a hygiene factor service quality to be the market differentiator. To insulate organization from resource contingencies i.e. rail (rakes), road (fleet) and coastal (berth availability) by planned resource mobilization (fleet) and creating self sufficiency through captive resources i.e. bulk terminals and captive berths.

As Regional territory currently varies from a State to a cluster of States. For a Regional Logistic Head to build a regional logistic setup which is aligning to customer requirements needs close monitoring of the actual operations at each godown, railhead and other inventory points to ensure every order booked at the depot is executed in full and in time. In a geography which is spread across vendor management and development calls for close working and aligning the vendor business practices to that of the Company. Asst to a RLH provides this monitoring and control system to the Regional Logistic head there by giving the RLH opportunity to make the desired field visits for negotiations, vendor interactions, performance reviews, market interface, network evaluation and development of alternate logistic solution etc.

Job Challenges: 1. Vendor Development
a) To ensure vendor profitability through asset utilization as organizational responsibility
b) To enable vendors to use technological initiatives for attaining common objective of service differentiation

2. Vendor Management
a) Providing order visibility and getting the truck deployment visibility against each order
b) Getting the desired fleet and right fleet size against each order

3. Logistic Operations
a) Geographical understanding of the various alternate routes and destinations on each route
b) Ability to handle dynamic and contingency situations by taking logical decisions balancing between Organisation/ Vendor and the Customer objective
c) Having a system for real time monitoring of logistic efficiencies (Diversion/ Crossing/ Demurrage/ Wharfage/ Cut & Torn/ damages etc) and working closely with all concerned for improvement to enable logistic cost optimization
d) The entire road logistics is dependent on outsourced resources of which 40% is non dedicated fleet. The biggest challenge is to retain fleet in lean situation and to mobilize extra resources to meet cyclical fluctuation in demand at optimal cost

Key Result Areas