Website The South African Breweries (SAB)
The South African Breweries (SAB) is a subsidiary of AB InBev. Founded in 1895, SAB is South Africa’s top brewer and leading distributor of beer. For more than 120 years SAB has been an integral thread in the social fabric of our country and continues to play a crucial role in the national economy… read more. The company operates seven breweries and 40 depots in South Africa with an annual brewing capacity of 3.1 billion litres. Its portfolio of beer brands meets the needs of a wide range of consumers and includes some of the country’s most popular beer brands Ânamely Carling Black Label, Hansa Pilsener, Castle Lager, Castle Lite and Castle Milk Stout. SAB also owns a hop production company, The South African Breweries Hop Farms (Pty) Ltd; a barley farming company, The South African Breweries Barley Farms (Pty) Ltd; a barley malting company, The South African Breweries Maltings (Pty) Ltd; and a 60% share of the metal crown manufacturer, Coleus Packaging (Pty) Ltd. As South Africa’s leading brewer, SAB is committed to promoting responsible alcohol consumption – both inside and outside the company. As a subsidiary of AB InBev, it subscribes to the Group’s Alcohol Framework and has a comprehensive Code of Commercial Communication in place. SAB also actively seeks to encourage collaboration across the areas of education, access to information, law enforcement and parental involvement to encourage responsible alcohol behaviour. Having adopted its first equity policy as early as 1971, SAB has been a pioneer for change in South Africa. In 2009, SAB tabled its trailblazing broad-based black economic empowerment transaction, SAB Zenzele. Through its various corporate social responsibility programmes, SAB actively invests in community partnerships and works tirelessly at socio-economic and enterprise development initiatives to build a stronger South Africa. The South African Breweries 65 Park Lane Sandown Sandton
Key Roles and Responsibilities:
Excellence Programmes
Ensure implementation and compliance of VPO and DPO Excellence Program
Safety
Conduct Risk Assessments to identify and mitigate potential hazards
Work with Fleet & Safety Supervisor to ensure maintenance schedules are adhered to for Forklifts
Analyse safety performance to identify trends and improve safety
Lead by example and foster an environment where safety is a shared responsibility
Investigate incidents to determine root causes and prevent recurrence
Organise and oversee onboarding and training of new and existing employees
Ensure emergency preparedness of Warehouse
Quality
Quality Standards are adhered as per the VPO and DPO requirements including GOPs
Ensure 75% Compliance to the Global Warehouse GOP
Product quality induction programme conducted
Quality Standards on all Inbound and Outbound Logistics (FEFO , BB date, Batch Management etc) including receipts from Packaging are adhered to
Ensure Stock Stored correctly and compliance to the Freshness and Rotation Policy (FEFO) as per VPO Standards
Collaborate with quality teams to quarantine, inspect and release goods. SLA and Routines with QA department managed
Track and Trend Quality issues to identify root causes – Work with other departments to improve quality related KPIs
Track, trend and manage repacking operation to conform to quality standards and to improve repacking productivity
Contractor/3PL Management
Standardises Supplier and Internal Customer Management through SLA reviews
Ensure Contractors/3PL alignment to Business Strategy
Create an engaging environment to foster business partnerships and good relations
Continuously engage Contractors/3PL to extract maximum productivity responsibly
Ensure Contractors comply with SAFE requirements
Statutory
Adherence to the Health, Safety and Environmental Standards
Department of Labour Stacking Exemptions complied with
Site housekeeping standards maintained to ensure adherence to site safety standards
Ensure compliance to all relevant legislation
Financial Management
Minimize overtime and temporary employee usage
Warehouse shift sizing conducted & resources aligned to weekly & daily activity
Minimize use of Contractors/Temps and manage within relevant legislation
Continuously look for financial optimization opportunities internal and external
Weekly monitoring of general ledger accounts to ensure adherence to budget and forecasts
Monthly financial performance analysed and necessary plans put in place to correct if required
Optimises SCOH Management and ensures Problem Solving approach is followed
ZBB & VLC budgeted / LE costs understood vs actuals and actions plans to improve
Stock Count
Ensuring daily counts are completed to ensure ERP vs Physical are aligned and where variances these are investigated and closed to ensure all movements
100% of all material and SKUs is counted monthly as per MICs requirements
Ensure Obsolescence write offs risks are mitigated
Manage KPIs and PIs linked to Inventory (E.g. Stock Posting Time , Inventory Accuracy , OOR , DIO)
Reduction in Supply Chain Overheads through the utilisation of Problem Solving Tools
Inbound & Outbound Logistics
Ensuring any escalations of Delivery Schedules and Inbound Retpack Plans not materialising takes place timeously with Supplier and T1 Control Room before risk materializes
Monitoring Outbound Plan is sufficient to manage Warehouse Capacity , FTCT and OTIF
Manage KPIs and PIs linked to Inbound and Outbound Process (E.g. FTCT and all related PIs, DLPA )
Reliable Supply of Quality Raw Materials to ensure no production stoppages. OOR KPI Managed
Track loading/unloading productivity and show results evolution
Implement and monitor load scheduling
Packaging Line and Brewing Process Area Interfaces for Raw Materials, Finished Goods and Returnable Containers
Process Control Owner to ensure Bin Card Process is managed to meet LCA requirements and reconciliation between two parties takes place shiftly and discrepancies are resolved timeously
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
Management of DCBL Process and Problem Solving DCBL impacts to ensure Sites and Customers not adhering to sorting standards are held accountable
Review MBFU and FRI Results Captured and drive Problem Solving on gaps identified
Operations (Picking, Sorting, Pallet Repairs, Decanting, Overpacking)
Management of Daily Priorities and efficiencies based on Operational Requirements. Management encompassing the PI/KPI results, Safety, Problem Solving to Improve Payment for Services etc)
Some important KPIs/PIs E.g. DOC, Packaging and Brewing Plans , OTIF , T1 vs T2/DS , Export Requirements , WNP , WQI , FNP etc
Make use of GOP’s linked to warehouse KPI’s and insure 75% score is achieved
Ensure 75% Compliance to the Warehouse Labor Productivity GOP to improve the KPI
Design and maintain sizing simulator to address optimal labor and equipment resourcing
Develop and Manage the Warehouse Capacity Utilization model to improve Warehouse efficiency
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
Permit to Work Management
Supplier Management vs SLA
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
Liason with Internal and External Customers
Support Team Goals and VPO Principles
Ensure strong routines for both Finished Goods and Raw Materials Warehouses to ensure KPIs are reviewed and managed
Team rooms managed and updated through routine meetings to solve problems and drive performance
Security cameras in key points on site & random verification conducted
Implement and manage waste plan and recycling operation by type of material: paper/carton, plastic by type: PET, PS, PP etc. metal –aluminum, iron, etc., glass, food remains, other types, unrecyclable
Minimum Requirements:
3-year relevant diploma/degree
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
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Apply via company website ( http://www.sab.co.za/ ) or