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3.
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Lead and manage receipting of inwards goods
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a.
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With the Inwards Goods Controller, develop systems and process to receive inwards goods.
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Systems and processes enable BSNZ to meet shipment receiving and receipting benchmarks 90+% of time.
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b.
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Oversee and monitor inwards goods processing.
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Delivery planning enables paced arrivals of inwards goods as far as possible.
Receipting processes are completed promptly.
Inwards goods are instore promptly after customs release.
Backorders and transfers are processed, and remaining stock shelved promptly after inwards goods arrive on-site.
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4.
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Lead and manage warehousing of inventory
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a.
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Review, and as required develop, implement, and monitor SKU location processes.
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Locations facilitate efficient order picking.
Frequently picked items are more accessible.
Fragile items are stored to minimise damage or degradation.
Accurate and efficient picking is facilitated.
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b.
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Review, and as required develop, implement, and monitor processes that minimize stock damage and maximize stock value.
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Handling equipment and shelving and is fit for purpose, is maintained, and is used as intended.
Repeat handling of items is minimised.
Warehouse personnel are trained in handling and storing goods and a product quality culture is encouraged and adopted.
Incidents of stock damage are measured, unacceptable levels investigated, and causes addressed.
Value of the inventory asset is maintained, and sales value of goods is maximised.
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c.
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Manage and monitor warehouse safety.
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All warehouse personnel are trained in safe use of equipment and safe warehousing practices.
Safety signage is current and visible.
PPE where required is available and used.
Protocols keep others entering the warehouse space safe.
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d.
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Manage movement and storing of inventory between storage sites.
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Systems to protect the quality and value of inventory are applied in fulfilment centres.
Movement of stock is managed to minimise cost and handling.
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5.
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Lead and manage picking, packing and dispatch of orders
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a.
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Review and if required develop, implement, and monitor processes to pick, pack and dispatch customer and grant orders.
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Customer and grant orders are dispatched within one workday of receipt in warehouse.
Orders are picked with 100% accuracy against picking slip.
Orders are packed to optimize product protection, freight costs, and use of consumable packaging.
Customer orders at end-of-day are reviewed and prioritized for next day processing.
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b.
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Review and if required develop, implement, and monitor processes for transferring inventory to and between stores and fulfilment centres.
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Items for transfer are dispatched within one day of transfer order being place.
Items for transfer are picked with 100% accuracy.
Sales orders on hand are prioritized when stock is limited.
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c.
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Measure and monitor performance of courier and freight service providers.
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Courier and freight providers’ service level performance is reviewed regularly for delivery times, accuracy, and incidence of loss or damage.
Service providers are informed of their service level performance.
Unsatisfactory performance is addressed or escalated.
Relationships with service provider personnel demonstrate BSNZ’s values and foster engagement and high-quality service.
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d.
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Regularly review shipping methods for cost, efficiency, and service quality.
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Courier and freight service providers’ contracts are reviewed each year and quotes and requotes obtained.
Reviews also occur in cases of persistent non-performance.
Alternative methods of carriage are proactively identified and investigated.
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6.
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Support stock costing and stock evaluations
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a.
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With the Finance Manager, assess and maintain records of stock valuations.
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Stock is valued according to BSNZ’s stock valuation policy.
Accurate and timely stock valuations are available and inform reporting, auditing, and decision making.
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b.
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As required, reconcile stock quantity and value variances.
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Stock is reconciled at agreed intervals and variances resolved of identified.
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7.
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Manage warehousing and inventory information systems
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a.
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Review and recommend improvements to systems.
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Systems are fit for purpose and enable accurate and timely management of on-hand and in-transit stock levels.
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b.
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Coordinate training for and monitor performance of systems users.
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Access is limited to trained users.
Users are competent at systems tasks necessary to fulfil their duties.
Inventory on-hand is 100% accurate to systems counts and system inaccuracies identified and resolved.
Repeat inaccuracies are investigated and causes addressed.
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c.
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Lead inventory aspects of rolling and periodic stocktakes.
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Stocktakes are carried out according to schedule.
Preparation for stocktakes is comprehensive and enables efficient and accurate counting and recording of stock.
Stocktakes are accurate and inform financial reporting and management of the inventory asset.
Stocktake losses and variances are investigated, and action taken to prevent recurrences.
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d.
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Participate in, and where required lead, project teams reviewing and assessing systems and installing and implementing replacement systems.
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Systems are fit for purpose and support efficient and effective supply chain and warehousing management.
System effectiveness is assessed against cost, and cost-benefit is considered.
New systems are accompanied by processes and training that optimise system features and benefits.
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8.
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Lead, manage, and develop reporting personnel
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a.
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Plan and budget for year-cycle personnel requirements for warehousing and distribution activities.
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Staffing levels balance service requirements and personnel costs.
Adequate staffing levels are budgeted for and short- or over-staffing periods avoided.
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b.
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Initiate and participate in the recruitment, selection, appointment, and induction of personnel.
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Jobs are designed to meet the functions and service level requirements of the warehouse.
New employees are recruited against position requirements and against fit for BSNZ and the warehouse operation.
New employees are inducted into and engaged in BSNZ’s mission and values and are trained to meet position requirements.
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c.
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In consultation with the HR Business Partner, manage team members leave and other entitlements and employment conditions.
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Team members receive their entitlements.
Leave is managed to ensure sufficient cover.
Management of entitlements and employment terms and conditions complies with legislation, employment agreements and policies.
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d.
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Carry out performance and development reviews and make pay and learning and development recommendations.
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Performance and development reviews are carried out in accordance with BSNZ schedules and processes.
Reviews inform pay settings and learning and development.
Team members are encouraged and rewarded, and retention and performance enhanced.
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e.
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As required and in consultation with the HR Business Partner, manage disciplinary and poor performance processes.
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Issues are raised as soon as they are identified.
Processes follow BSNZ’s policies and are legally compliant.
Employees and other affected people are treated with dignity and in accordance with BSNZ’s values.
Risk to BSNZ’s performance, culture and reputation is managed.
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f.
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Monitor the health and wellbeing of reporting personnel.
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Reporting personnel are able to be well at work and know they will be supported when facing challenges.
Harmfully excessive or stressful work is avoided.
BSNZ is known for holistically caring for its people.
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9.
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Support values and health and safety management
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a.
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Demonstrate BSNZ’s values in all in-house and external interactions and relationships.
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BSNZ’s values support quality relationships and collegial practice.
BSNZ’s mission delivery is supported and enhanced.
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b.
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Support health and safety practices across BSNZ.
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Hazards are identified, reported, and controlled.
Incidents are reported promptly and according to BSNZ processes.
Health and safety processes and instructions are complied with.
BSNZ is a safe place to work.
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