POSITION DESCRIPTION

Transcription

1 World Vision International Nepal Our Vision: Our Vision for every child, life in all its fullness. Our prayer for every heart, the will to make it so. Our Values: We are committed to the poor We value people We are Christian We are partners We are responsive We are stewards WORK CONTET/ BACKGROUND: World Vision International Nepal is a child focused Christian relief, development and advocacy organization dedicated to working with children, families and communities to overcome poverty and injustice. Motivated by our Christian faith, WV is dedicated to working with the world s most vulnerable people. WV serves all people regardless of religion, race, ethnicity or gender. WVIN established in It s program aims to improve the well being of the poor especially children through sustainable development, humanitarian emergency affairs (HEA) and advocacy. It assists over 24,000 sponsored children in 12 Area Development Programs located in 12 districts. Provide overall leadership, oversight and management support for all aspects of supply chain management in the WVIN. This position is seen as a strategic partner, member of the organization, with a focus on ensuring that the supply chain management governance is in place over all WVIN operations. Key Position Information Job Title Position Reports To Supply Chain Management (SCM) Manager Management Support Department Director Position Location National Office -WVIN Position Purpose This job exists to: The position is responsible for managing work efforts across procurement planning, strategic sourcing, logistics and transportation, distributions and warehouse management, as well as management of contracts and risks related to goods and services sourced for the WVIN operations. The position will be responsible for developing key policies, procedures and strategies in the arena of supply chain management. The position will also focus on building the capacity of staff in the SCM department and share on all aspects of internal and global supply chain. The position will ensure establishment, tracking Page 1 of 11

2 and reporting of benefits and key internal and supplier performance metrics. The position will ensure proper coordination of procurement and logistics activities by exploring the most efficient and cost effective means of commodity sourcing, and delivery to the required department and destinations as well as implementing strategies. No. Direct Report: 2 Position Supervised Procurement and Admin Officer Procurement Specialist Grade GL 15 Date updated: March 2015 Financial Authority Budget TBD Decision Making Authority The role is expected to work under the direction of the MSD Director. Important Functional Relationships External Internal Committees/Groups Other INGOs & NGOs Nat. Office functions and WVI, GSCM MSD Team, Finance Team Government Authorities Operations and HEA/ARP Vendors, Suppliers & Visitors ADP/LPA manager, Area Manager, Field Operation Director, HEA Managers, Ministry Quality Director Purchasing Committee Key Objectives of the Position List statement describing the results of the job, how to accomplish results and how the results are reviewed. (Action Verb + Object + Results) The position is accountable for the following: Expected End Results Weight (%) Indicators 1. Build, Lead and Manage Supply Chain Management (SCM) Function 1.1 Lead and coordinate Supply Chain Management Department to perform the 20% SCM team is robust and resilient, working together well, resulting in supply chain management that adds value to the ministry and the well -being of children Effective performance management per Page 2 of 11

3 procure, distribute, and return functions 1.2 Promote integration and standardization of Supply Chain Management activities across all WVIN operations 1.3 Manage the WVIN Supply Chain Management functions and staff, undertaking continuous inhouse capacity building to ensure the regional provision a professional supply chain advice and coordination service. 1.4 Manage WVIN functional specialist, Procurement & Logistic Officers 1.5 Create and manage WVIN SCM Budget 1.6 Regularly report status and progress to WVIN MSD Director 1.7 Manage interactions and relationship with Operations, Finance and other departments within WVIN to facilitate improvements in coordination, operations, knowledge sharing and communication 1.8 Manage SCM communication with management at Regional and Global offices 1.9 Maintain functional and technical familiarity with customer-specific representation (i.e. GPRN pre-positioning and humanitarian logistics functions, GIK, FPMG). WVI guidelines and standards Improved retention rate of top performers and key contributors Low turnover rate for key SCM staff Documentation and sharing of best practices among SCM staff, within and across regions Relevant reports/analysis for decision making produced and discussed with leadership Non-SCM staff understand their role and responsibilities in supply chain management, as appropriate and relevant Strategic SCM leadership and coordination provided SCM team viewed as valued business partners, both internally and externally 2. Strategic Sourcing and Procurement Planning 2.1 Manage consistent and effective strategic sourcing process 20% Procurement plans based on response strategy, operational plans, focus areas and spend analysis for bulk procurement opportunities through strategic sourcing Cost savings and reduction strategies Page 3 of 11

4 2.2 Lead annual and quarterly procurement planning meetings 2.3 Lead development of category strategies and approaches 2.4 Manage relationships with key suppliers 2.5 Lead negotiations for large/strategic contracts 2.6 Communicate sourcing approaches to relevant stakeholders 2.7 Direct content for key supplier contracts, including terms and conditions to mitigate risk for World Vision implemented POTT analysis and implementation Proper monitoring system and control of procurement processes established Proper category management strategy implemented Risks related to supply chain management identified and mitigated 3. Distribution and Return Planning and Support 3.1 Ensure provision of logistics support to all WVIN operations including transportation, warehousing and distribution services 3.2 Oversee, standardize, direct and supervise fleet management and maintenance procedures and processes to ensure cost efficient and reliable regional fleet operations 3.3 Manage selection, performance and contract management of third party providers for warehousing and transportation services 3.4 Monitor supplier compliance to shipping requirements. 3.5 Oversee freight bill audit and payment 3.6 Identify and implement continuous improvement opportunities for Distribution and Return 10% Leaner, effective and efficient logistics services including transportation, warehousing and distribution functions Timely delivery, transportation, distribution and disposal of supplies and services Timely reporting of key information related to logistics services and analysis provided to THR leadership and management to improve operations Page 4 of 11

5 4 Performance Management and Capacity Building 4.1 SCM coordination/specialist and field Procurement and Logistic Officers and reporting of performance metrics with Regional SCM Director and develop a framework to capture these. Metrics would include internal sourcing lead times, supplier performance and benefits tracking 4.2 Direct and coach SCM staff, monitor their performance and facilitate their capacity development to improve performance 4.3 Provide strategic guidance and technical input on Supply Chain Management to WVIN s Preparedness Project 10% 5.. Asset management: 5.1 Asset management systems to be followed up in all WVIN offices and projects. 5.2 Excellent financial accountability in WVIN asset management 5.3 Proper insurance, securities and remedies for mitigation of loss of assets and property in place 5.4. Manage asset and inventory through proper systems and accounting as per FFM depreciation policy and procedures Develop and implement uniform asset and Inventory management systems with standards required by the partnership and as per FFM Pre- positioning and warehouse management 15% An Limited risks audit rating Regular asset reconciliation reports with finance Up to date Asset register for the entire organization Staff training on warehouse management and distribution requirements. Audit reports of Warehouses Contract and agreements for emergency relief operations Pre-positioning plans for logistics and warehouse operation. Development of second-line leadership Ensure that the Organization warehouses are maintained aligned with SCM, as per the WVI standards Page 5 of 11

6 6. Report formulation and management: 6.1 Collect and receive the monthly reports from relevant function in and consolidate the same for decision making 6.2 Develop analysis reports in regard to the areas of SCM and provide necessary direction and make available the information to the relevant HODs and functions. 6.3 Provide oversight to field staff who are involved in SCM practices. 7. Logistics and Fleet management 7.1 Ensure that the fleet of vehicles are maintained as per the fleet management standards of partnership 7.2 Regular fleet management analysis reports to be developed to show the efficiency of the fleet The fleet should be in line with all environmental policy and low carbon emission 15% 5% Accuracy of each reports and verification. Consolidation of reports to be reviewed at national level Physical conditions of the vehicles Monthly reports indicating the efficiency of the fleet. Carbon foot print report. 6. Other duties: Given the changing nature of relief and development programming, additional responsibilities, which may or may not be related to any of the above responsibilities, may be given to the holder of his position in the greater interest of World Vision programs. 5% effective implementation of additional responsibilities reporting and documentation of implementation of activities. Key Result Areas 1 A documented SCM Strategy supported by relevant policies and procedures 2 Practicing of global and best approaches in Supply Chain management Page 6 of 11

7 3 Strategic analysis and management of information and reporting related to SCM 4 Good controls mechanisms and limited Audit risk rating in all areas within SCM 5 Field and National Office staff trained on SCM standards and best practices. 6 A greener and sustainable SCM function CORE CAPABILITIES Choose the core capabilities that are critical to the success of this particular job. WV seeks staff to have basic ability in all of the above capabilities. Managers have flexibility to choose the top 4 to 6 required capabilities depending on the job. Required Preferred Achieving quality results and service This capability is about keeping the end in mind and getting things done to ensure the quality of the program or activity. It involves being proactive and taking personal responsibility for action. It means that customers are satisfied, work has the desired impact and staff demonstrates a desire to achieve excellence. Indicators Clarifies the goals and purpose of work tasks Completes tasks in a timely, cost effective way Responds promptly in a professional manner Stays committed to outcomes despite obstacles Achieves predefined results and outcomes using ethical, best practice methods. Practicing accountability and integrity This capability is about exercising stewardship of resources and proving to be trustworthy. It means being consistent between the actions we take and the words we use. It involves adhering to standards of service and honoring them in a professional way. Clarifies the standards that need to be followed Demonstrates personal integrity and trustworthiness Pursues thoroughness and appropriate detail Communicates with integrity to different stakeholders. Maximizes use of resources to meet standards. Communicating information effectively This capability is about managing the communication of ideas, requests and information to others. It involves openness, listening, reflection, feedback, and includes non-verbal, verbal and written channels. The emphasis is also on maintaining positive relationships. Uses effective questions to gather relevant information Writes clearly and conveys intended meaning Listens actively, shows appropriate nonverbal behavior. Presents appropriate information openly and willingly Page 7 of 11

8 Thinking clearly, deeply and broadly This capability is about thinking about what is important to the role, task or issue at hand. It involves analytical, conceptual, and critical thinking in order to bring greater clarity. It helps people to see underlying assumptions and make sense out of ambiguous information. Asks key questions and gathers relevant information Sees relationship between cause, effects, and big picture Breaks down complex information into simple language. Identifies gaps, trends, priorities and key issues. Understanding the Humanitarian industry This capability concerns knowledge of the general sectors of the industry, including relief, development, advocacy and marketing. It also includes knowing the key stakeholders (major NGOs and donors), plus issues impacting operations, including political, ethical and logistical. Discusses major NGOs with awareness Describes key aspects and issues of relief Describes key aspects and issues of development Describes key aspects and issues of advocacy Identifies trends and changes in Humanitarian Industry. Lists key information sources that keep knowledge current. Understanding WV s mission & operations This capability is about a holistic understanding and personal commitment to World Vision s child focused vision, mission, and core values. It includes being able to articulate the strategic directions, ethos, and financial foundations as well as describing the core business areas. Fully understands the vision, mission, and core values Represents World Vision as a child focused organization Understands fundraising (including sponsorship), relief, development and advocacy issues including operational consequences Explains WV work in relation to issues of poverty, power, justice and peace. Puts personal work into the wider WVI context. Practicing continuous innovation & creativity This capability is about proactively seeking new ideas, processes and solutions to achieve organizational and personal objectives. It involves solving immediate problems while taking the initiative to bring change and make improvements within an area of responsibility and means expressing creativity in work. Proactively seeks opportunities to do things differently. Finds fulfilment in work through creativity Demonstrates courage in the face of challenges Solves problems efficiently and effectively. Co-operates with others in support of change. Demonstrating Christ-Centred life and work Page 8 of 11

9 This capability is about living out a positive, compassionate and sensitive approach to witness and service as a follower of Christ. This includes supporting investments in spiritual formation and corporate spirituality while seeking to develop spiritual maturity. (behavioural examples will vary by region, culture & context) Affirms and explains the basic principles of the Christian faith Seeks to reflect Christ-like values in all aspects of life Seeks spiritual growth for self and others Respects and collaborates with people of other faiths Links personal mission and work to spirituality Demonstrates a growing understanding of Christian spirituality. Contributes to corporate spirituality. Learning for growth and development This capability is about seeking out personal and professional excellence as well as supporting the development of others. It puts a high priority on seeking learning opportunities, learning from experience, and investing in development resources and activities. Reflects on experiences to draw out learning Pursues learning both formally and informally Seeks feedback on performance and acts on it Takes risks and learns from failure Asks for help in solving problems. Encourages and supports others to grow and develop. Maintaining work/life balance This capability is about prioritizing a wide range of personal and organizational responsibilities and demands. It involves the flexibility, resilience and assertiveness to hold commitments in balance and in perspective as well as maintaining self control under pressure. Maintains balance in work, life and relationships (especially family and friendship relationships and support networks) Prioritizes many demands without losing focus Has realistic self awareness of abilities and development needs. Manages personal emotions and their effects. Building collaborative relationships This capability is about recognizing each person s gifts and talents, building positive, genuine relationships, fostering networks and actively participating in effective work teams. It includes both internal and external relationships and adopting a team approach to work. Treats others with honour and respect Builds and maintains strong relationships Cooperates well with other team members Develops personal networks of effective relationships Practicing gender & cultural diversity This capability is about interacting, communicating, and working sensitively with people of the opposite gender and from other Page 9 of 11

10 cultures, ethnic backgrounds, races, ability sets, religions, geographical origins, or social groups. It means understanding, embracing & celebrating those differences. Respects and is sensitivity to different groups Adapts style to new environments and cultures Appreciates and embraces differences Understands own preferences, culture and perspective Respects various Christian expressions. Expresses own beliefs in culturally appropriate manner. Influencing individuals & groups This capability is about being able to formally and informally assert opinions, influence others, build bridges between dissenting views and attract people toward a shared understanding. It means influence and advocacy that causes others to willingly alter their perspective. Seeks to understand and respect differing perspectives and viewpoints Takes a stand on behalf of issues and groups Interprets and presents information with influence and impact. Uses different styles to impact different individuals or groups. Person Specification Education University degree in business administration / Supply Chain Management or equivalent experience and professional qualification in s chain management Minimum eight (5) years professional work experience wit progressively more responsibility relevant to supply chain Minimum two (2) years working in cross-cultural environm and demonstrated ability to adapt to international project work Knowledge & Skills WV and Government policies and procedures related to vehicle usage, warehouse management services Understand Sphere Relief Standards, Red Cross and NGO code of conduct; Understanding and practice of preparedness and planning concepts Effective Communication skills Strong Ability to work collaboratively and maintain effective working relationships with co-workers on a global basis Strong organizational & management skills with strategic Page 10 of 11

11 knowledge and skill Experience Strong knowledge and experience in using computer applications including word processing, spreadsheets, Power Point and databases. At least 2 years experience in related field preferably in Supply Chain Management, procurement, A financial or Accounting background Experience in Commodities management and report generation Experience with Non profit organization Preferred Preferred Preferred World Vision Values World Vision experience Preferred Demonstrated commitment to World Vision values and philosophy, and capacity to engage with the broader community in living these values. Prepared by Immediate Superior Signatures Date HOD / Manager s Approval: Date Position Holder Date Date of Appointment Experience & knowledge of SCM operations Experience & knowledge in humanitarian and development sector Project Management Ability to work in a cross cultural environment Able to represent World Vision in Donor high level engagement Familiar with emergency procurement policies & procedures Page 11 of 11