Planning Executive

Planning
• Consolidation of sales forecasts from international and local sales networks into monthly demand charts to drive material planning functions and monitor/modify this demand according to all influencing factors.
• Preparation of work centre production schedules to ensure timely completion to finished goods based on forecast and actual requirements by optimising daily production lists. Schedules must reflect practical, optimised, and efficient plans that take account of market requirements, immediate requirements, material availability, plant capacity, direct labour availability, safety stock levels and finished goods holdings.
• Distribution of product to international branches in line with forecast and stock holding requirements. Ensure the production of goods are available to meet sales orders for local and export orders, specifically:
o Basing on Sales Forecast and BOM to build MRP database to calculate raw material demands for productions.
o Creating all reports in MPS to control materials for production by linking with Materials Master Data, to monitor forecast, PO, planning, production, delivery, production versus planning, delivery versus PO and sales forecast.
o Meeting weekly with Production to review and adjust/ issue updated production planning.
o Manage and provide counsel to the employees of departments under direct control.
o Maintain a high level of personal contact and interaction with personnel in all departments to ensure efficiency of communication.
o Provide advice to other departments where requested in relation to forecast volumes, potential issues, stocking levels, etc.
o Manage and negotiate with the logistics department related to transportation for local, interstate and wharfage requirements where required with the aim of minimising costs and providing efficient service to the business.
o Manage and report on inventory levels within the organisation to improve operating cost. Work with and advise the managers of the various warehouses in controlling and maintaining appropriate inventory levels.
o Co-ordinate and support the stocktaking and cycle counting programs of the organisation with the aim of minimising inventory variance and maintaining inventory accuracy.
o Coordinating with the ERP party to build and improve ERP and inventory and data base systems.
• Using problem solving techniques develop and address issues affecting the planning, distribution and inventory processes utilising the operational team.
• Manage and reduce working capital by working with all production departments to optimise inventory levels for both raw materials and finished goods. Reduce and improve to eliminate over-building of finished goods.
• Maintain a high level of housekeeping within the designated areas of responsibility.
• Ensure regular/daily meetings are held to ensure a high level of communication within all departments, as well as internal and external customers.
• Production breakdowns or line stoppages may occur from time to time. Liase with production to ensure a catch-back within 3 days.
• Container loading scale to optimise and minimise transportation costs
• Plan in advance to avoid disruptions related to public holidays.
Import Export
• Co-ordinate and ensure Logistics team have planned and ordered deliveries, containers, trucks on time.
• In the event production cannot meet the planned delivery schedule, ensure that Purchase Orders can be repurposed with alternate stock/ mixed load - avoid losing revenue within the set period (month), or giving up the container.
• Co-ordinate with Purchasing Officers to follow closely all incoming materials related to Purchase Orders to ensure on-time production.
• Co-ordinate with Purchasing Officers to follow closely all incoming goods related to outbound shipments to ensure on-time production.
• Co-ordinate all exporting and local shipments or deliveries to ensure on time delivery for customers.
• Co-ordinate with Warehouse Officers and Logistic Officers to ensure outbound deliveries are exact match to order, on-time, and safely despatched.
• All delivery backlogs must be reported weekly to senior management and the Financial controller and General Director. All backlogs that could not be met according to the frozen plan should have that quantity where possible substituted as an alternate product mix. All backlogs to be completed within the next month without impacting the next month's original forecast (no reductions in supply quantities and must include the additional backlog).
Other responsibilities
• Support other Departments to solve the problems.
• Other tasks assigned by your superiors.
Key Performance Indicators:
• Champion and hold at no later than, arrangement and holding Monthly meetings with external customers and internal/external sales teams to catch up on selling trends that could impact planning, purchasing, and all aspects of production execution.
• Champion daily and hold at no later than, weekly meetings with the internal customers: Manufacturing, Engineering, Labour, Quality; to consider manpower availability, setting daily build rate schedules, readjustment and notification of Daily Production Plans and coordinate with logistics in arranging shipping schedules.
• Reduced Changeovers (by SKU, by model group with the plan to reduce forced changes that could affect delivery schedules)
• Development and maintenance of Daily Production Schedules based on Standard Hours (and Target Hours) defined per SKU
• Co-ordinate with the production scheduler/planner on Daily Production plans issued into production work centers:
o Press Shop,
o Heater (all production lines)
 Welding Lines,
 Enameling and Furnace,
 Storage Centre after furnace,
 Heater Assembling,
o Kits, Spare Parts and Sub-Assemblies feeding sales or internal production centers
o Collector,
 Schlatter Plates,
 Absorber Plates
 Folded Tray Assembling
 Envelope Assembling
o Heat Pump Modules
o Heat Pump Heater Assembling
o Other centres as the business expands.
• Responsible and Accountable for Backlog Reporting.
Issue weekly report of materials, including reasons why reporting with corrective actions, that:
o impact a change to the production schedule.
o materials that have not arrived on time according to the production schedule.
o delays in production affecting planned deliveries.
o Quantity of goods not delivered within the month - include updated date of planned delivery.
• Inventory reduction and minimum warehouse storage of Finished Goods
• Sustain a Weekly Stable Container plan established to reduce burden and risk of container disruption
• Increase Stock Turns via improved planning
• Reduce Stock Out - incoming purchased components and outgoing short supply to customer, re-adjust production build of assigned SKUs and ensure on time delivery and revenue generated within assigned month
• OTIF: On Time In Full
• DSA: Delivery Schedule Accuracy
• MSA: Manufacturing Schedule Accuracy
• Daily Production SKU Accuracy
• Other KPIs and maintenance of DASHBOARDS assigned by superiors.