2.1) Sales, Marketing and Operations:
2.1.1) Clear Targets: The Distribution Sales Manager must prepare an annual sales target plan for every business line detailed per customer per month. The plan is to be revised every month to estimate the monthly achievement. The overall annual achievement is the direct responsibility of the Distribution Sales Manager and must not deviate more than 10% of the total.
2.1.2) Marketing Plans: The Distribution Sales Manager must participate with the division manager in making the annual marketing plan calendar to accommodate the seasonality and brands calendars. Based on the marketing plan, allocated budgets, approvals from government bodies, and internal finance approvals must be present in place before hand to insure smooth activation of these activities.
2.1.3) Bonuses: The Distribution Sales Manager must insure that clear reward schemes are in place to motivate the sales teams in each business lines. The manager must control and approve the payouts of rewards to utilize this expense category best.
2.1.4) Banking and Collections: The Distribution Sales Manager must insure that each business line is following strictly the banking and collection activities to insure that all collection activities are safe and accurate matching the sales records and adherent to the financial policies.
2.1.5) Sales Strategy: The Distribution Sales Manager must develop and craft the sales strategy for every brand and business line in alignment with the brand positioning globally.
2.2.1) Planning: The Distribution Sales Manager must participate with the division manager and inventory team in presenting an annual plan for the inventory purchasing and usage. The plan can be updated as needed throughout the year, but deviations more than 15% are not acceptable. The plan must match the sales targets, CoGS and expense ratios.
2.2.2) Stock Safety: The Distribution Sales Manager must provide the needed measures to insure that inventories are kept and stored in safe environments in all retail stores. Insuring these measures are followed within the distribution warehouses falls under the sales department’s responsibility. Losses resulting from theft, negligence, and damage have exponential effect on the business evaluation.
2.2.3) Expiry: The Distribution Sales Manager must insure that expiry of inventories is kept under the allowed limits. This is achieved by coordinating with purchasing and operations teams to provide accurate forecasts, timely procurement and monthly monitoring for expiry durations following FIFO policy.
2.2.4) Proper Usage: The Distribution Sales Manager should participate with the division manager to set and monitor the required polices to insure that inventories are used in manners that are approved and accurate. Sales inventories must not be used for non-sale activities and vice-versa. For each type of usage, the manager must estimate the share and value of inventories to be used for such, and control business line(s) as to how they utilize inventories.
2.2.5) Inventory Cycles: The Distribution Sales Manager must insure that business line(s) is following inventory cycles and closing activities. Counting reports must be verified before final submission since they will impact the business bottom line reports. Liable staff members for any losses or deviation from plans must be identified and held responsible for their actions.
2.2.6) Inventory levels: The Distribution Sales Manager must observe the inventory levels in each retail channel and insure that stock levels are maintained.
2.2.7) Inventory Liability: Each unit of inventory within the division must be under the liability of an active employee. Inventories under no one’s responsibility are prone to loss without any control. The Distribution Sales Manager must insure that no inventory is kept or purchased without a direct liability from a staff member.
2.3) People Management
2.3.1) Structures: The Distribution Sales Manager must create and maintain a clear organizational structure within the business line(s). The structures must be in line with the overall company policy, and any changes to the structure are to be approved by the division manager and top management team.
2.3.2) Hiring: It’s the Distribution Sales Manager’s responsibility to insure that hiring and recruitment activities are performed as per the business needs. Other teams within the organization will extend any needed help, but the responsibility lies on the manager’s to insure hiring as done as needed as per the quality and budget required for the business activity.
2.3.3) Job Descriptions: following the total business responsibility and plans, and based on the organizational structure set for the business line(s), the Distribution Sales Manager must insure that every staff member has a clear and signed job description document. The document must detail the tasks and responsibility that fall under the staff member’s area. Communication with the HR team of the updates on JD’s should be done immediately.
2.3.4) Training Staff Members: the Distribution Sales Manager must insure at all times that all staff members are trained and well informed about the skills and knowledge they require to perform their jobs.
2.3.5) Training Function: The Distribution Sales Manager must insure that proper training structure is in place for the business activity. The proper training structure includes but not limited to:
· Correct, updated and complete knowledge base for all materials pertaining the business activities.
· Safety and protection for the business know-how and materials against competition and improper usage
· Training sessions are conducted regularly and timely to provide proper facilitation of training to staff members
· Skill and knowledge evaluation for all members of staff with documented results that are kept for future actions
2.3.6) Employee Evaluation: the Distribution Sales Manager is to insure that every staff member is evaluated at least twice a year. More evaluations are better. All evaluations must be submitted to HR for documentation and appraisal purposes. For violations for policies, the manager must insure that employees are warned immediately to avoid repetition of mistakes and allow legal procedures to be taken.
2.3.7) Salaries and Budgets: The Distribution Sales Manager must revise and approve monthly payrolls to insure compliance with the budgets set for each business line. People expense such as Over Time must be monitored to avoid abuse and/or budget consumption.
2.4) Expense Management
2.4.1) Petty Cash Utilization: The Distribution Sales Manager is responsible to avail petty cash for the team members as required. Abundant petty cash is cash lost without utilization, and petty cash shortage may hinder the operations. The manager must insure proper petty cash levels for each employee in the department.
2.4.2) Expense Supervision: For every petty cash, the Distribution Sales Manager must specify certain expense types and amounts to be used for. The manager should supervise and insure that expenses are spent as needed for the business and best prices are realized for that purpose.
2.4.3) Cycles and Policies: The Distribution Sales Manager must communicate and insure that the company’s wide expenditure and cash policies are adhered to within the department. Closing cycles, counting, and inspection must be done to insure the same.
2.4.4) Expense Reduction: Given the continuous business expansion, more shared expenditure and economies of scale are expected to be realized. The Distribution Sales Manager must dedicate efforts for the reduction of major expense items.
2.5) Overhead Expense:
2.5.1) Direct Expense: Other head office departments may allocate direct expense to the business line(s). The Distribution Sales Manager is responsible to approve such expense and insure they are allocated appropriately.
2.5.2) Expense Allocation within the division: The division manager with coordination with the Distribution Sales Manager will allocate costs properly within the business lines under the division, so as to insure accurate financial reporting of each business line.
2.6.1) Quality Standards: The Distribution Sales Manager must put into writing the business standards for quality. Other teams may incorporate some quality measures into the business line(s).
2.6.2) Quality Monitoring: The Distribution Sales Manager must produce quality inspection reports internally and communicate to the top management. The Distribution Sales Manager must cooperate with other teams who may perform quality inspection roles.
2.6.3) Auditing: The manager is expected to comply and enforce compliance of auditing procedures set forth by internal or external teams to insure proper document cycles and procedures are in place and in line with the overall organization.
2.6.4) Policies: The manager is responsible to create written polices and procedures within the business line(s). Communication, control and intervention are expected from the manager to insure proper adherence to the policies. The policies should be aligned with the policies of the related government entities like Ministry of Labor, Ministry of Trade and Investment, SFDA, Municipalities, and any other related government entity.
2.7.1) Business Lines/Brands Profitability: The Distribution Sales Manager should push and control brands and business lines to achieve a net income ratio of 25% to sales.
2.7.2) Reporting: The Distribution Sales Manager must supervise and carefully participate in the P&L reporting and actions to insure sustainable and growing bottom lines results. In case of major deviations from target P&L, the Distribution Sales Manager is expected to notify the division manager and top management and take the course of actions required.
2.7.3) Shared Functions: The Distribution Sales Manager must cooperate with internal teams and sister companies with coordination with the division manager to insure mutual cost reduction and utilization of resources as much as possible.
2.7.4) Transparency: The Distribution Sales Manager must spare no effort as to providing transparent financial recording and reporting. There must be clear direction to disclose any potential loss or loss causing elements in the operations as soon as the Distribution Sales Manager is aware of.