SUMMARY:
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POSITION INFO:
The Fleet Manager carries and implements: the Group-wide maintenance strategy, organization, people, processes, and the economical results related to maintenance of all equipment and warehousing. This is including but not limited to “main equipment”, such as cranes, SPMT’s, trailers, trucks, etc., but also “supporting equipment”, such as slings, shackles, mats, etc. He/she acts as a representative for his/her organization.
?The Fleet Manager is ultimately responsible for ensuring that all equipment is kept in good operating condition, through a structured and professional approach of preventive and predictive maintenance.
?The Fleet Manager is responsible for keeping the equipment in exceptional condition.
?The Fleet Manager understands the impact of his/her role on the Group results, and is responsible for achieving his/her economic unit team targets (e.g. revenues, return on assets and working capital) and organizational maintenance targets (e.g. DOO, BB installations, etc.)
?The Fleet Manager is responsible for coaching and developing a competent team.
Key result areas & Key deliverables
1.SHEQ & Compliance
?Responsible for motivating/ensuring everyone works safely and according to the SHEQ standards, as stated in document of SHEQ department – Responsibilities Manager with Regard to Safety, Quality & Environment, to ensure that all work is done in a safe, efficient, and qualitative way.
?Complies with the attitude of Lean and continuous improvements in the organization.
?Visits various sites/locations and fill in a WPI on regular basis.
Responsible for ensuring that all executed activities and processes are in compliance with SHEQ standards, policies, instructions, and local legislation.
Company Objectives
?Understands, applies and conveys the Group mission and vision in order for his/her organization to adhere to the expectations and values prioritized by the Regional Fleet Manager and the local management team.
?Is responsible for communicating actionable business plans (incl. measurable targets) in order to implement the regional strategy and to monitor effectiveness.
3.Organizational Structure & Processes
?Controls the implementation of processes and policies, and organizes corrective measures if needed. Therefore, the employees are permanently managed towards the set strategic goals and operational targets.
?Sets KPI’s for his/her supervisors, based on his/her own KPI’s, and holds each employee accountable for their respective domains, in order to maintain a balance between attributing responsibilities and controlling the results.
?Creates high expectations, is a driving force behind changes in management, seeks continuously for improvements, challenges his/her employees and inspires them to do the same.
?Regularly checks the satisfaction of (internal) customers and his/her human resources, as well as the quality of the equipment, and uses this to define and execute action plans to improve the organization on a continuous basis.
?Respects, understands and actively applies the Group standards, analyzes their applicability, and makes suggestions for improvement and fine-tuning, in order to contribute to a continuously improving local SHEQ system that all departments can benefit from.
?Creates the annual budget according to the guidelines of the Regional Fleet Manager.
?Is part of the (local BU) Management Team.
4.Business Results
?Demonstrates leadership, makes difficult decisions when needed, and coaches and supports his/her team (to motivate them to meet or exceed the targets). He/she should lead a motivated team that strives to meet or exceed the targets.
?Takes ownership of his/her results by making sure that his/her unit can provide funding for the equipment deployed, and that the investment in human resources and equipment allows him/her to make the required benefits.
?Proactively sets actions into motion when needed, in order to ensure at all times that his/her unit meets its targets and budget.
?Works in close collaboration with the local management team to understand the key profit drivers, performance and budget variances, and develops and implements corrective measures when needed.
?Is responsible for proactively reviewing equipment maintenance schedules, plans, and alternative parts. This should be done by managing the feedback towards operations for damages caused to the equipment, by controlling external and cash-out costs, and by keeping working capital levels low.
?Produces regular and accurate reports in accordance with Group standards.
?Is responsible for the steering of overtime and non-billable hours.
5.Business Development
?Understands his/her relevant supplier markets and how those can be addressed to help fulfill the objectives of his departments, e.g. through cost reductions on spare parts, alternative supply-chain methods for reduced inventories, faster response times, etc.
?Understands the end customers (operators), their expectations towards our services offered, and what this means for maintenance, e.g. minimum standards to adhere to, communication of maintenance targets, logs etc. He/she positions these capabilities as a unique selling-point/advantage.
?Contributes to developing organization policy as a member of the management team.
?Understands the Group organization, as well as the needs of its internal customers. He/she follows and uses the evolutions in the maintenance domains to offer the best solutions at an acceptable cost within budget.
6.Maintenance of Equipment
•Is responsible for the activities listed below, but not limited to:
o Implementing the Fleet Maintenance policies and mindset in the organization.
o Operational conditioning of the equipment, both technically and aesthetically, to ensure that it is fully and safely deployable at all times.
o Preventive maintenance for all equipment according to standards.
o Certification of all equipment according to the country’s legislation.
o SHEQ and legal compliance for all maintenance-related activities.
o Controlling, monitoring, and inspecting equipment, and reporting damages to the SHEQ Manager and Regional Fleet Manager.
o Systems, data, and documentation of maintenance activities (ERP Maintenance database inter alia).
o Conducting team coaching, training, development, recruitments, dismissals, gap-analyses, and the provision of resources (ie. the right tools and equipment) for his/her team.
o Understanding and controlling maintenance hours, ie. the correct registration and control.
o Manages supervisors in his/her unit, ensuring their competence and level-qualification required for their role.
o Ensures that proper timekeeping records are maintained for direct and indirect reports per assignment/task.
7. Procurement
?Ensures ‘SMART’ purchasing practices to save in e.g. subcontracting/cash-out.
?Ensures implementation and adherence to the globally defined purchasing strategy.
8. Administration
?Manages technical and legal documentation of resources, and ensures these are kept up-to-date in the ERP system.
?Is responsible for invoice and purchase order approvals.
?Prepares the annual budget, monitors actual spending, highlights where overspending is likely to occur, and proactively takes according measures.
9. Coaching & Development of Human Capital
? Is responsible for the implementation and regular following-up of Performance & Competence Management and the adjoining HR instruments (job descriptions, competence profiles, evaluating, coaching, etc.). This should be in accordance with the Group competence model, to create a team of motivated and professional collaborators, thereby giving the company a competitive advantage.
? Is responsible for the follow up of Key Result Areas and KPI’s for everyone in his/her functional field and the evaluation against these set KRA’s and KPI’s.
? Is responsible for the recruitment and development of the supervisors in key positions in his/her functional field.
