Courier Manager
DEPARTMENT Courier
REPORTS DIRECTLY TO State Manager
REPORTS INDIRECTLY TO National Courier Manager National Operations Manager
NUMBER OF REPORTING RELATIONSHIPS 3
TRAVEL REQUIREMENTS Travel required within metropolitan area on an infrequent basis
EMPLOYMENT TYPE Full-Time
EMPLOYING ENTITY Capital Transport and Logistics Group Pty Ltd
AUTHORITY TO ACT
This position must act within written group policies, procedures and operations manuals. All decisions outside these parameters must be approved by your direct Manager.
NUMBER OF STAFF REPORTING DIRECTLY TO THIS POSITION 10+
NUMBER OF STAFF REPORTING INDIRECTLY TO THIS POSITION Various Sub-Contractors
CRITICAL RELATIONSHIPS (INTERNAL)
- National Operations Manager
- State Manager
- Courier Department
- Customer Service Department
- Taxi Trucks Department
- Fleet Department
- Contracts Department
- Office and Administration Manager
- Sales and Account Management Department
- HR and HSEQ Department
CRITICAL RELATIONSHIPS (EXTERNAL)
- Existing Clients
- Existing Sub-Contractors
Position Summary
As the Courier Manager you will report directly to the State Manager, and indirectly to the National Courier Manager and National Operations Manager. You are responsible for effectively leading and managing the human resources of the Courier Department by having a comprehensive understanding of the day-to-day operations of the department. You must facilitate training and development and provide support and guidance to the department at all times. You are responsible for ensuring that all Courier Department’s margin, revenue and job number targets are achieved and be able to effectively report on these targets where required.
You must continually scan the environment for any threats that may impact on our service and implement resolutions to those threats to minimise client attrition and ensure that we are providing superior service at all times. You are responsible for ensuring that all-department staff and sub-contractor owner drivers are provided with a safe working environment at all times and that any hazardous conditions, near misses and injuries are reported and investigated immediately.
It is imperative that you are well-informed with respect to the laws and legislations that govern our industry as well as any changes to Company Policies that directly affect your department. It is also expected that you keep up to date with changes to these laws through research and being part of industry groups.
1. Key Responsibilities and Task List
1.1 COURIER DEPARTMENT MANAGEMENT
- Achieve 100% of per period and end of financial year margin, revenue and job number targets set by your Manager at the beginning of each financial year.
- Contribute to the strategic management of the Department’s resources and costs to enable the department to meet its medium and long term budgetary outcomes
- Accurately measure and report on the Courier Department’s performance each period as instructed by your Manager. You must identify potential or existing service issues and resolve them before they impact our clients
- Communicate with other departments including the Taxi Trucks Department, Fleet Management, Risk and HR Department and the Contracts Department in relation to operational concerns, work health and safety and other fleet requirements. You must meet with the Courier Supervisor and the Fleet Manager on a per period basis to discuss these concerns and requirements and strategise to achieve the desired outcomes
- Use strategies and forward planning to recruit appropriate sub-contractors for the type and amount of work available including but not limited to increasing and reducing the Courier fleet as required to accommodate the peaks and troughs throughout the year
- Continually scan the environment for any threats that may impact on our service by analysing the Courier fleet composition and client bookings, ensuring that the type of vehicles are available in order for the Company to meet the agreed service levels and forecasted demand. You must liaise with other departments where required to implement resolutions to those threats
- Ensure that all work performed and/or quoted on achieves minimum gross margin requirements prescribed to you by your Manager
- Manage the Courier Department and use your best endeavours to ensure that 80% of jobs are picked up and delivered within the agreed timeframes below by following the Company job allocation process:
Service Courier Half Tonne One (1) Tonne
Pickup Delivery Pickup Delivery Pickup Delivery
VIP 30 Minutes 90 Minutes 45 Minutes 90 Minutes 60 Minutes 90 Minutes
EXP 30 Minutes 150 Minutes 45 Minutes 150 Minutes 60 Minutes 150 Minutes
STD 120 Minutes 240 Minutes 120 Minutes 240 Minutes 120 Minutes 240 Minutes
- Extra grid allowance after 20 kilometres – SYD & MEL: 3 Minutes per kilometre. BNE, PER, ADL: 2 Minutes per kilometre
- Ensure that the Courier Department’s actions comply with Company Policies and legislation with respect (but not limited) to Occupational Health and Safety, Work Health and Safety, and Heavy Vehicle National Law. Such allocation decisions must ensure:
Manual handling
Job information that presents a potential or actual manual handling risk are reviewed and controlled prior to allocation. Any potential manual handling risks escalated to you are appropriately controlled either through manual handling equipment or refusing the job.
Fatigue management
Workloads, or long distance jobs, will not cause any driver to breach their maximum work hours in a day. You must also review automated Fatigue Management reporting to identify any actual or potential breaches.
Load restraint
Job information that presents a potential or actual load restraint risk are reviewed and controlled prior to allocation. You must ensure that your staff are appropriately trained to identify known risks, and that potential or actual breaches are managed to ensure they do not reoccur.
Speed
Allocated workloads and communication with sub-contractors do not incentivise, or pressure a driver to breach speed limits
Mass and dimensions
Goods within a job, or aggregate goods on a vehicle, do not breach the carrying capacity or dimensions of a vehicle. You must educate clients who habitually attempt to load goods onto vehicles that exceed the maximum mass and/or dimension capacity of vehicles.
- Co-ordinate the Courier vehicle fleet to ensure an even spread over the metropolitan area
- Ensure that all important information relating to jobs, including but not limited to sub-contractor correspondence, delivery issues and queries raised are recorded in the Notepad on the Transport Management System (“TMS”) against the relevant job
- Strategise to manage sub-contractor Incentive Agreements, client credits and driver pay queries using best efforts to supply them with work that meets or exceeds our minimum obligations under the Incentive Agreement
- Ensure all sub-contractor PDA equipment is being used correctly and efficiently at all times. You must escalate non-compliances to the Fleet Management Department without delay
- Ensure that you and the entire Courier Department are continuously monitoring sub-contractor hours of work to ensure 100% compliance of the Company Fatigue Management Policy
- Approve and arrange accommodation for sub-contractors in risk of breaching the Company Fatigue Management Policy
- Ensure that the Fleet Allocators complete the afterhours handover where required, recording any live jobs, including local, country and contract deliveries with an estimated delivery time of 6.00pm or later and the airline roster if required. You must also ensure any fatigue plans created for drivers still undertaking regional deliveries are included in the handover
- You must ensure all Courier Department employees are aware of any restrictions that an injured or impaired sub-contractor may have and ensure that no jobs outside of these restrictions are allocated to the injured sub-contractor.
- Use your best endeavours to ensure that sub-contractors comply with legislation and Company Policies in relation to Work Health and Safety and industry best practice. You must further ensure that sub-contractors are not exposed to a situation or environment that observably poses a risk to their health and safety. You are further responsible for ensuring your direct reports are appropriately trained to identify and control known risks that exist in the performance of services.
- Escalate all incidents and near misses to the relevant stakeholders including but not limited to the Fleet Department and National Work Health and Safety Manager as they occur and assist with the investigation where required. You must:
- Address root cause issues of potential or recurring incidents;
- Analyse trends;
- Implement controls where required; and
- Consult with the National Work Health and Safety Manager and Fleet Manager, where required.
- Identify new procedures or equipment that can be utilised by sub-contractors to reduce the likelihood of injury to sub-contractor and/or damage to clients goods and premises
- Manage the Courier Administrator to ensure that all administrative tasks are completed to a high standard, within the agreed timeframes
1.2 MANAGEMENT OF SUB-CONTRACTORS AND EMPLOYEES
- Effectively manage the human resources (both staff and sub-contractors) of the Courier Department and Customer Service Department by:
- Identifying, attracting, inducting, training, managing and motivating staff and sub-contractors to deliver a high quality service to our clients;
- Ensuring that all conversations relating to an employee’s or sub-contractors performance or conduct, and any instances or conversations in relation to poor performance or conduct, are documented in writing. Documentation must include the date of the conversation, what was discussed and the employee’s or sub-contractors response;
- Maintaining up-to-date file notes in the employee’s or sub-contractor’s file;
- Providing verbal warnings, written warning letters and/or termination letter to the employee/sub-contractor, where required;
- Conducting Performance Development Reviews (“PDR’s”) for all employees reaching their probationary end date and on an annual basis thereafter. During the PDR, you are required to assess and identify areas for development and further training and address any areas of concern in regards to the employee’s performance or conduct;
- Providing support and guidance to the Departments at all times;
- Ensuring that all staff and sub-contractors are complying with all Company Policies at all times;
- Ensuring all sub-contractor behaviour (good and bad) is reported to the Fleet Department, especially non compliances; and
- Consulting with the Risk and HR Department where required inin relation, but not limited, to:
- Workplace health and safety matters;
- Workplace and industrial relations matters;
- Performance management;
- Refresher and developmental training; and
- Any formal complaints raised by employees.
1.3 ADMINISTRATION
- Manage driver incentives on a daily basis by analysing the fleet size versus job demand and ensure the Courier fleet size and composition is the right match, reducing the requirements for incentive payments.
- Ensure all jobs from the previous day are priced accurately by 5.00pm
- Review the Operations Feedback Report, ensuring any client issues including job modifications and service issues are addressed and rectified before close of business the following day to minimise the number of Administration Adjustment Forms raised
- Review the Courier Daily Operations Report ensuring the following:
- All reports are populated with accurate and relevant data;
- The sub-contractor incentive spreadsheet has been reviewed and any sub-contractors that are unlikely to earn their incentives have been identified, and the Fleet Allocators have been notified; and
- The service KPI report has been reviewed and any issues have been identified and communicated to the appropriate staff.
- Ensure the sundry code report is accurate and up to date
- Maintain and monitor the client ‘Red Hot’ list (with the Taxi Trucks Manager and the Customer Service Manager) and update it on a weekly basis, ensuring that the number of clients on this list is kept to a minimum and never exceeds a total 2% of trading customers
- You must review the Customer Service Department reports complied by the Customer Service Supervisor including (but not limited to);
- Daily Telephone Report;
- Daily Billing Audit Report; and
- Feedback Reports.
to ensure they are accurate. You must not only measure the outcome figures of the above but you must also measure the quality of the process (ie. customer complaints, booking errors etc).
- Review SOP’s created by your Department to ensure they are accurate and updated at all times
- Attend and prepare content for management meetings including (but not limited to) customer service telephone reporting, service levels, courier profit predictors and job numbers. You must be able to present and interpret figures and service levels in the weekly management meetings
- Review and respond to client requests for audit questionnaires and modifications to our Account Credit Application Terms and Conditions in conjunction with the Risk and Human Resource Department
- Escalate any legal action against the Capital Group’s entities to the National Risk and Human Resources Manager as they occur
- Review the Customer Service employee roster, created by the Customer Service Supervisor, to ensure that resourcing is commensurate with the peaks and troughs in call loads for, but not limited to, the following periods:
- Throughout the day (ie. morning and afternoon shifts);
- Throughout periods where employees are on annual leave;
- Throughout peak seasonal periods such as October to December, Valentine’s Day and the day before public holidays; and
- Throughout trough periods such as Rostered Days Off (“RDO’s”) and January to February.
- You must approve and plan each Department’s (Customer Service and Courier) annual leave in line with the abovementioned periods to ensure your staff have sufficient leave to cover the trough periods
- Complete the Time Sheet for your department by 10:00am each Friday. In the event that the Friday is a public holiday, your Time Sheet must be completed and sent to the Finance Department by 10:00am the business day prior to the public holiday
1.4 GENERAL RESPONSIBILITIES
- You must approve and plan your Department’s annual leave in line with the following periods to ensure your staff have sufficient leave to cover the trough periods:
- Throughout the day (ie. morning and afternoon shifts);
- Throughout periods where other employees are on annual leave;
- Throughout peak seasonal periods such as October to December, Valentine’s Day and the day before public holidays; and
- Throughout trough periods such as Rostered Days Off (“RDO’s”) and January to February.
- Effectively communicate with colleagues and sub-contractors
- Conduct one on one’s with the Customer Service Supervisor on a weekly basis
- Attend one on one meetings with the State Manager as required
- Develop and maintain documented policies and procedures for the Courier Department
- Advocate co-operation with other departments
- Ensure that your written and verbal communication with clients, colleagues and sub-contractors is always professional and courteous
- Assist with any reasonable tasks requested by your Manager
- Notify your Manager if you require additional training as soon as practicable
- Ensure you use work time and resources for work activities, through limiting personal phone calls, internet browsing and mobile phone usage
- Ensure compliance with Capital Group’s Company Policies at all times
- Ensure compliance with the Work Health and Safety (WH&S) responsibilities as outlined in section 3
2. Work Health and Safety (WH&S) Responsibilities
All staff are responsible for the following safe work procedures and instructions:
2.1 EMPLOYEES MUST
- Cooperate with the Capital Group in relation to activities undertaken to comply with WH&S and National Heavy Vehicle legislation;
- Undertake all relevant training to carry out your responsibilities in line with CG’s policies and procedures and legislative requirements;
- Perform their roles effectively to manage Chain of Responsibility (COR) risks, and ensure their actions or inactions do not cause or contribute to road safety breaches, specifically with regards to:
- Load Restraint;
- Mass and Dimension;
- Fatigue;
- Speed; and
- Vehicle Standards.
- Ensure that any potential or actual breaches of CG policies and procedures are reported immediately to their Manager;
- Take reasonable care for their own health and safety and the health and safety of other people who may be affected by their conduct in the workplace; and
- Not wilfully or recklessly interfere with or misuse anything provided in the interest of environment health and safety or welfare.
2.2 SUPERVISORS ARE RESPONSIBLE FOR
- Providing adequate supervision through technical guidance, training and support to ensure employees carry out their responsibilities in line with CG’s policies and procedures and legislative requirements;
- Maintaining regular communication with employees to identify if there are any issues that could result in a breach to CG policies and procedures and escalating to the Manager and relevant key stakeholders;
- Assisting with any efforts undertaken by the Capital Group to implement initiatives and corrective actions to comply with WH&S and National Heavy Vehicle legislation;
2.3 MANAGERS AND SECTION HEADS ARE RESPONSIBLE FOR
- Ensuring information, training, instruction and supervision is provided to all employees at the point of induction, and cyclically thereafter, so that they can effectively perform their roles and responsibilities in accordance with CG policies and procedures, and legislative requirements;
- Maintaining regular communication with employees to identify if there are any issues that could result in a breach to CG policies and procedures;
- Monitoring internal and external processes to identify risks to the business and developing suitable control measures;
- Identifying and investigating any potential or actual breaches, notifying and consulting with the relevant key stakeholders, implementing corrective actions required for compliance without delay, and ensuring appropriate records are maintained.
