Type : Job card

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.

He/she is in charge of managing a distribution center at operational, administrative, financial and social levels. He/she coordinates the activities of the various departments and manages their teams, with the constant aim of achieving customer satisfaction.
ThePlatform Manager is responsible for receiving goods from supplier sites or other intermediate platforms, storing them and forwarding them to warehouses or sales outlets.
He/she manages the interface between partners: internal and external customers and service providers.
Generally speaking, he/she seeks to increase productivity and reduce costs, while maintaining quality of service.
He/she therefore seeks to optimize stocks,work organization, the implementation of facilities and procedures, to improve stock-out rates and reduce processing time.
He conducts operational and functional audits, and organizes working groups to draw up specifications and define corrective action plans (choice and installation of logistics flow monitoring and analysis software, implementation of cross-docking or accelerated dock rotations, subcontracting of certain activities, etc.).
He is involved in platform projects to provide solutions to new problems, and ensures compliance with standards and safety.
Responsible for his budget and guaranteeing operating costs, he usually relies on a Management Controller based directly on the site.
The international extension of logistics chains may lead him to participate in international working groups.
Internally, he may contribute to the organization of new synergies between logistics activities within the Group.
He is also responsible for the platform's HR and training policy . Very often, he/she is also Chairman of the Works Council, Works Council and Hygiene, Safety and Working Conditions Committee.

Responsible for a site (warehousing, cross-docking or industrial logistics at the customer's site), the Site Manager covers all activities relating to the flow of goods from the customer or its suppliers/subcontractors: goods-in, goods-out, stock management, order preparation, provision for collection.
The scope may also include packaging activities (contract packaging) and transport of the product to the customer.
The Site Manager is responsible for the economic profitability of the site, its social management and the achievement of objectives defined with the customer, in compliance with the clauses set out in the contract with the latter.
He/she supervises large teams (up to several hundred people), reporting to Operations/Sector Managers and/or Team Leaders.
His teams also include one or more people dedicated to Methods, Quality and Transport.
He also supervises support functions: Accounting, Human Resources, IT, etc.
He works to develop staff skills and mobility.
He ensures compliance with social legislation, and is in charge of coordinating the IRP (DP, CE, CHSCT).
With a view to improving site productivity and meeting expected customer service levels, he works on developing and managing resources (mechanical, IT, etc.), organizing stocks and flows, defining internal/external processes, defining operating modes, training operators and sizing teams.
He/she conducts operational and functional audits, initiates and even leads projects such as the development of order-picking systems, the implementation of a WMS, the introduction of a mechanized line, the implementation of a progress approach, etc.
With a view to sustaining customer relations, and in direct daily contact with the customer, he/she works on implementing specifications, defines and implements corrective actions, and renegotiates, where necessary, in conjunction with Sales and Regional Management, commercial conditions and/or specifications.
Responsible for his/her profit center, he/she draws up the budget and is accountable for it, particularly in terms of results. He/she is responsible for reporting and, to this end, for drawing up management and financial statements for his/her site.
The Site Manager is responsible for the application of Group policies, particularly in terms of Quality, Health, Safety, Environment, HR and CSR.
He/she is also responsible for ensuring that the site complies with legal and regulatory provisions.

The Logistics Director is in charge of all logistics for all Group sites.
He or she covers all component and finished product warehouses , and all intra- and inter-site flows. He or she may, in fact, manage site Logistics Directors or Managers.
He or she differs from the Supply Chain Director in having a smaller scope, focused on resource and operations management.
He/she has supervisory and coordinating functions, and is in direct contact with the company's Production, Supply and Sales Departments, as well as with service providers.
He/she is responsible for designing andorganizing logistics strategies to ensure the smooth flow of a product from production to distribution, with a constant concern for optimizing the quality/cost/time triptych. Decides whether to outsource storage and transport. He/she manages relations with service providers.
In addition to his/her operational responsibilities, he/she acts as a referent within the structure for performance improvement methodologies and tools. He/she implements action plans to reduce costs, lead times and inventories, and to optimize customer satisfaction. Once again, the main trends observed are the deployment of Lean concepts and, in particular, the implementation of a pull-floworganization. At site level, the effects can be seen in the reduction of component and finished goods inventories , theoptimization of procurement and theimplementation of line edges.

This is now a recognized function in the retail sector, which was not the case in the past. In the past, the Supply Chain Director 's main functional responsibilities were performance management and optimization project management. Today, they have added a real operational dimension to this role.
Their title has evolved in this direction, and they can now be called Supply Chain Director, Operations Director, or Operations and Supply Chain Director.
As a member of the management committee, he/she manages the teams of the Logistics, Transport, Sales Forecasting, Inventory Management and Procurement and Sales Administration Departments, and even Purchasing.
He/she is in constant contact with the sales networks, and integrates real-time feedback on sales.
Depending on the company, he/she may draw up sales forecasts in consultation with the stores, or consolidate those drawn up by them.
He/she is responsible for defining and managing resources (logistics and transport networks, subcontracting), stocks and flows as part of the implementation of the company's strategy, defined in liaison with the management committee, which he/she implements in the form of short, medium and long-term plans, on a global and international scale, for the company's products and services.
In most cases, he/she is supported by an Organization/Project Management team, and by Management Controllers seconded to him/her.
His/her role is to see and anticipate developments in the Supply Chain, in order to ensure that the company stays one step ahead of its competitors.
In his day-to-day work, he is responsible for the interface between the banners, Procurement, Suppliers, Financial Services, Purchasing and Logistics (understood in this sense as all the physical operations of flow processing, warehousing, order preparation, value-added services, transport and deliveries) and for taking into account the imperatives of these different
services as well as the overall optimization of the organization.
More generally, he/she coordinates and supervises the company's management of all operational aspects.
To this end, he/she manages large teams through the intermediary of the Service Managers and Logistics Managers reporting to him/her. This reporting relationship may be functional, but will preferably be hierarchical.

The Regional Manager is responsible for a geographical region grouping together several logistics sites.
His responsibility for the sites is contractualized by a delegation of authority which he exercises and for which he assumes the consequences.
For each entity and for the region as a whole, the delegation of power gives the Regional Manager authority over social, financial and third-party matters (customers, suppliers, local authorities, etc.).
His authority is exercised in consultation with the company's experts.
The Regional Manager supervises the Site Managers in his region, to whom he reports directly, and takes the decisions required to guarantee :

• the proper operation of sites and the application of the rules and regulations to which they are subject, both with regard to the law and to the company,
• contract performance, financial results and customer satisfaction,
• a good climate with the company's personnel and ensure constructive relations with its representative bodies (CE, DP, CHSCT).

He makes the necessary contacts with local and regional authorities.
He develops his region by acquiring new customer contracts.
He manages the start-up of new installations and the launch of certain customer projects.
He acts as a facilitator on sensitive projects.
He manages and organizes the operations of his region by promoting or directly supervising actions such as: recruitment and training of high-potential managers/supervisors, choice and deployment of IT tools/systems, choice of service providers (...) quality audits, implementation of performance measurement tools...
To carry out his mission, the Regional Manager may, depending on the organization, have his own team consisting of a Management Controller, an HR Manager, and one or more Project Managers.