Filter: SC Human

The Sales Forecast Manager leads meetings to collect and update forecasts (weekly updates, forecasts for one year and more), and steers activity reporting using key performance indicators (reliability of data feedback).
He/she is also responsible for collecting all sales-related data (data feedback, history, etc.).
He plays a vital role as an interface between operations (Logistics, Production) and the Marketing, Sales and Finance Departments.
One of his key skills is his ability to take into account the various parameters (volume growth, inventory reduction policy, lead time reduction, product obsolescence, promotions, launches) likely to impact his forecasts. Depending on the business sector concerned and the technical nature of the product, other parameters (use-by dates, regulatory aspects) will also need to be taken into account.
In addition to their operational duties, Sales Forecast Managers may be called upon to take on more cross-functional responsibilities, such as coordinating sales processes or rolling out a new sales forecasting tool.
They manage a team of Forecasters, generally organized by product line.

The role of the Transport Operations Manager is to organize transport operations for a site or geographical area as effectively as possible. He/she is responsible for the purchasing and operational management of transport service providers and subcontractors.
In charge of transport operations and their profitability, he/she takes into account quality objectives (reliability of lead times and flow integrity) in line with service level agreements (SLAs).
He/she draws up and manages the transport plan(s) and procedures to be used, and defines the resources to be deployed, whether in-house or subcontracted, as part of regular or customized transport plans.
He/she relies on a portfolio of approved partners, or carries out chartering operations on an ad hoc basis.
He/she is involved in responding to customers' transport specifications.
To do this, he/she draws on his/her existing organization or formalizes expressions of need, and draws up specifications for subcontractors in line with operating needs, service requirements and customer specifications.
He/she conducts purchasing negotiations from pre-selection to contractualization with selected subcontractors.
He/she ensures the deployment of selected solutions.
He sets up work processes, as well as contingency management and problem-solving procedures, and organizes a warning and alternative solutions system.
He is responsible for the human and social management of his teams.
He manages the vehicle fleet under his responsibility (purchasing, maintenance).
He ensures compliance with quality procedures, safety/security standards and hygiene rules, both by his teams and his subcontractors. He/she is responsible for ensuring that all employees comply with current regulations.
He/she manages disputes and litigation with customers and subcontractors.
He/she shares and analyzes operational information and performance indicators with everyone involved, and meets with them periodically.

The Operations Manager is the interface between the various operational departments.
His/her main mission is to manage and superviselogistics operations on site, and to coordinate warehouse activities : reception, stock management, order preparation and dispatch.
The Operations Manager is responsible for implementing the policy of optimizing human and material resources required to achieve defined objectives in terms of service rates and cost reduction.
He/she is also responsible for his/her teams, equipment, installations and buildings, in compliance with procedures.
He/she sets up customer satisfaction indicators and measures the performance of his/her teams.
The Operations Manager is responsible for the site's operational teams: forklift drivers, warehousemen, order preparers, operators and team leaders.
In some organizations, the Operations Manager may be in charge of the Transport Department.

The role of the Supply Manager is to optimize and manage the flow of goods between suppliers and stores, via warehouses if necessary, in a highly international context.
He/she is responsible for defining and implementing the company's supply processes with his/her teams.
He/she is responsible for ensuring the availability of all products passing through the warehouses and/or delivered directly by suppliers to stores or directly to customers, in terms of both quality and quantity.
He/she determines and optimizes stock and replenishment levels , and works on the flow strategy to be implemented (pull and/or push flows).
He/she launches orders/quotes with suppliers accordingly, and manages day-to-day relations with suppliers.
He/she seeks to anticipate the risks of stock-outs. In the event of an actual break, he/she must inform internal customers of the causes (he/she then implements corrective measures and communicates the deadlines necessary to resolve the problems encountered).
He/she defines and configures ERP software and relevant dashboards according to operational needs, and improves overall ordering processes.

He/she acts as aninterface between the Sales Department, Production and Logistics.
He/she supervises the administrative processing of orders (validation and recording of orders, ensuring compliance with the company's pricing policy) from receipt to delivery to customers.
He/she is responsible for drawing up and distributing management charts and sales statistics, and may take part in drawing up budgets and analyzing sales results by geographical area, market and customer.
He/she draws up sales forecasts in liaison with Sales Management.
He/she ensures customer follow-up (responding to customer requests for information, managing the invoicing system, supervising financing files, chasing up unpaid invoices and managing complaints and disputes).
He/she manages the administrative team for sales follow-up, as well as the Sales/Logistics Secretariat.
The functions attached to the Sales Manager may vary according to whether he/she is attached to Sales Management or the Supply Chain. In the latter case, he/she will also be responsible for inventory tracking, and will play a key role with the Planning and Scheduling Departments.
He/she issues invoices and may, in some cases, be responsible for collection.
He/she is also responsible for managing a Customer Hotline and managing the flow of information to the customer.

He/she manages the sales team, which can be quite large in some structures. It is generally divided by zone or by type of customer (key accounts, etc.).
Management can be done remotely if the sales team is split up by subsidiary.
At operational level, he/she is in charge of recording orders, controlling invoicing and, lastly, managing and monitoring documentary credits and debt collection.
One of his/her key skills is dispute management. He/she is able to mobilize the various departments concerned (Purchasing, Logistics, Management Control, etc.).
He/she is also in charge of transport monitoring (incoterms, shipments, monitoring the deployment of forwarding agents, monitoring the performance of service providers). This skill is generally multimodal (air, road and sea) and requires strong, global expertise of the transport market.
He/she is also entrusted with monitoring sales feedback in relation to the forecast budget (control of margins, sales volumes, cost control).
These functions have become much more concentrated in recent years, leading to the creation of a single ADV department operating at European level, for example.

The Transport Manager 's objective is to organize transport operations as effectively as possible, either as part of the company's catalog of services or as a customized service for its various customers. He/she operates within the geographical perimeter assigned to him/her: company-wide, national and/or international, regional and local.
They can also be found at regional or local level under the name of Agency Manager.
They carry out their sales role in liaison with the company's national or international sales teams. They are able to offer additional and complementary services, based on studies they have carried out. He/she leads the search for new customers and develops the loyalty of existing customers.
He/she is usually specialized in transport and routing methods such as :

• Courier or express,
• Transport of full or grouped loads by charter, regular lines and delivery rounds,
• Air and/or sea transit, often distinguishing between import and export.
  

In charge of operations and their profitability, meeting service quality objectives (reliability of lead times and integrity of flows), he/she draws up and manages the transport plan(s), the procedures to be used and defines the resources to be deployed, whether in-house or subcontracted as part of regular transport plans or adapted to requirements (as part of customer contracts).
He/she responds to or participates in the response to customer specifications, and participates in and/or leads sales and purchasing negotiations, from pre-selection to contractualization.
He/she formalizes subcontractors' needs and finalizes specifications in line with operating needs, service requirements and customer specifications.
He/she conducts purchasing negotiations from pre-selection to contractualization with the chosen subcontractors.
He/she ensures that the chosen solutions are deployed.
He/she sets up work processes, as well as contingency management and problem-solving procedures, and organizes a warning system and alternative solutions.
He/she ensures or participates in the economic and budgetary management of his/her profit center.
He/she is in charge of the human and social management of his/her teams.
He/she manages the vehicle fleet (purchasing, maintenance).
He/she ensures compliance with quality procedures, safety and security standards and hygiene rules, both by his/her teams and subcontractors. He is responsible for ensuring that everyone complies with current regulations.

He optimizes and improves his operations and routes using computerized transport management tools. In addition, as part of a continuous improvement approach, he/she improves processes and defines dashboards and indicators to best monitor the activities under his/her responsibility. These indicators are most often expressed in terms of team productivity, reliability, service levels and customer satisfaction.
He/she knows how to manage disputes and litigation with customers and subcontractors.
He/she shares and analyzes operational information and performance indicators with each member of his/her team, and meets with them periodically to do so.
He/she steers the continuous evolution of his/her organization and manages change.

The Customer Service Manager is responsible for ensuring customer satisfaction and loyalty, and contributes to achieving customer service rate targets within the Supply Chain process.
This function is found in large organizations, notably in the service (telephony, audiovisual), IT (software publisher and manufacturer) and distribution (particularly mail order, e-commerce) sectors.
It covers the management of the flow of information from order taking (or even the request for quotation) to the management of disputes, including the monitoring of the life of the order and delivery to the customer.
The position may include the management of after-sales service and a financial dimension with the recovery of unpaid invoices.
Particularly in the e-commerce sector, the scope may extend to call center activity.
The particularity of this position is that it acts as anessential interface between the Sales, Logistics/Supply Chain, Finance and Accountingfunctions, logistics and transport service providers, and the end customer.
The Customer Service Manager is responsible for his/her budget and, if he/she is in charge of a sales activity, for sales and margins.
The Customer Service Manager supervises teams made up of Sales/Customer Service Managers, Sales Assistants and Call Center Agents.
He manages his activity through "Sales/Customer Service Manager", "Group Manager", "Team Manager", "Supervisor" relays organized by zone, product or customer.
With a view to optimizing resources, the Customer Service Manager works toincrease customer satisfaction by making information more reliable, reducing order processing times and response times to customer requests, and challenging internal functions and service providers to meet customer commitments.
To achieve this, he/she structures and organizes teams, trains them, and coordinates them via relays, with a view to creating a "customer-oriented" spirit.
He/she defines, implements and coordinates processes within the department and with related functions.
He/she selects and oversees the implementation of IT systems such as CRM (Customer Relationship Management) or CTI (Couplage Téléphonie Informatique).
The Customer Service Manager is in charge of setting up and monitoring indicators on service quality and team productivity (notably via the IT systems in question).
Sales objectives may be assigned, notably in contract renewals or additional sales to existing customers.

The Customer Service Manager may also play a role in managing service providers who outsource part of their activity (after-sales service, back office), and act as Project Manager in a BPO process.
The function is increasingly valued within organizations.
Measuring customer service levels, integrating sales/customer service into an integrated supply chain, and developing the notion of customer loyalty have enabled the function to emphasize its role as a privileged point of contact with the customer, and as a strong internal/external cog in the wheel.
In addition to this privileged position, the financial orientation that may be given to it, particularly in terms of sales performance or the achievement of commercial objectives, tends to highlight the position within the organization.

TheLogistics Methods Engineer works mainly in project mode, either independently or as part of a multi-disciplinary team. They are entrusted with engineering and re-engineering missions, improving or standardizing the company's logistics processes (flows, production, transport, supply, even purchasing, etc.) in order to increase the quality of service provided to customers and optimize costs.
They carry out studies to improve processes and organization. Following an audit of the organization in place, he or she generally relies on workgroups which he or she leads, and defines an action plan whose implementation he or she supervises.
Among the main projects identified are the following:

• Reduced leadtime,
• Optimize equipment availability,
• Implementation of pull-flow logistics,
• Kanban implementation,
• Inventory reduction,
• Store relocation and line edges,
• Optimization of work areas, elimination of rework, reduction
  of travel, and simplification of tasks,
• Smoothing of transport receipts,
• Milk Run...
  

He/she is generally responsible for training the various users in the target organizations and raising their awareness of progress initiatives.
He/she is responsible for drawing up functional specifications and managing issues relating to the monitoring of associated product, IT and administrative flows.
He/she may also be called upon to draw up specifications and supervise invitations to tender for subcontracted activities.
Lastly, he/she plays a major role inexpressing Information System development requirements and implementing them throughout the Supply Chain.
In SME-type companies, the role of Logistics Methods Engineer is carried out directly by the Logistics/Supply Chain Manager.

The role of the Transport Manager or Director is toorganize transport operations as effectively as possible within the geographical and functional perimeters assigned to him/her: company-wide, national and/or international, local, supply, inter-plant, distribution, in line with the strategic orientations defined by the Logistics or Supply Chain Department to which he/she reports. He/she is responsible for the operational implementation of
their organization.
He/she draws up and manages the transport plan(s) and procedures to be used, and selects the carriers best suited to each requirement (type of product, volumes, transport times and costs).
To do this, he/she gathers requirements and draws up specifications, with the help of Purchasing or independently, ensures pre-selection, participates in and/or leads purchase negotiations through to contractualization, and ensures deployment of the chosen solution. He/she is a driving force behind purchasing conditions, particularly in the choice of international Incoterms.
He/she implements work processes, as well as contingency management and problem-solving procedures, and organizes a warning system and alternative solutions.
He/she works tooptimize the various transport operations, or those linked to them (delivery rounds, pick-ups, loading, etc.), with a view to planning and making an overall contribution to logistics performance. To do this, he/she selects, implements and uses appropriate IT tools and software (modeling, simulation, Transport Management Systems, tour management, fleet management, etc.), which he/she masters.
He/she guarantees the implementation of and compliance with quality, safety and security standards within the company and with its first- and second-tier subcontractors. As a shipper, he/she is co-responsible for compliance with current regulations, and manages disputes and litigation.
He/she is responsible for drawing up transport budgets.
He/she ensures detailed activity reporting (costs, quality of service) to the Logistics or Supply Chain Management. He/she shares and analyzes operational information as well as performance indicators for his/her activity and service providers, whom he/she audits and meets on a regular basis.
He/she is responsible for the human and social management of his/her teams, and supervises the management and maintenance of his/her own transport resources.
Finally, he/she steers the continuous evolution of the transport organization scheme in line with the company's needs, and ensures change management.