Title: Warehouse ManagerReporting To: Program Manager- Material ServicesFLSA Classification: ExemptEmployment Type: Full-Time
General Position SummaryOversee all functions necessary to ensure a smooth running, efficient, safe and service-orientedwarehouse and distribution center. Maintain inventory integrity and assist in ensuring propervaluation of inventory. Provide overall management and direction to warehouse associates anddrivers.
Position Specific Competencies
BudgetingMonitor warehouse and distribution expenses against budget
CoachCoach and develop warehouse team to provide value to the organization in achieving its goals
DeliveryRemain aware of delivery schedule and drivers routes, maintaining efficiencies
EvaluateAccurately and fairly evaluate team performance and create and maintain a results driven workforce
InventoryEnsure the accuracy of inventory counts and valuation. Manage the inventory observation with auditors at the end of the year
LicensingEnsure proper state licensing of vehicles
MaintenanceEffectively maintain the PWNA facility and vehicles with a focus on preventative repairs
PackagingMaintain high quality and customer-oriented packaging of productsProductionKeep production of warehouse team within expected levels while monitoring the efficiency of distribution practicesReportingReport any issues, concerns and successes promptly to managementSafetyMaintain a safe and efficient work environment consistent with all federal and state laws as well as OSHA and DOT regulationsTeamworkAssist in receiving, order pulling and deliveries as requiredTrainProvide ongoing training to current team members to ensure skills and knowledge remain up to dateTravelTravel to program sites to assist with distributions
Other duties as required.
PlanningDevelops the steps necessary to accomplish long-term goals. Identifies long and short-term goals and establishes realistic plans to reach them. Allocates required resources, allows for contingencies and ensures that plans fit with the larger needs of the organization. Sets milestones to measure progress along the way. This is distinctly different from individuals who ignore long-term or short-term goals, fail to link their goals to broader initiatives, have not set realistic plans that allow for contingencies, and/or ignore the importance of milestones that could enhancemotivation in the pursuit of long-term plans.Managing Multiple PrioritiesHandles multiple assignments and priorities yet still fulfills all commitments. Readily accepts new responsibilities and adapts well to changes in procedures. Gives appropriate priorities to various work demands. This is quite different from those who struggle to stay focused when faced with multiple priorities; focus only on one or two job priorities while neglecting others; and/or hesitate, complain or refuse to accept new procedures or assignments.
Managing Employee PerformanceTakes action to ensure that employees fully understand their roles, responsibilities and performance standards/expectations and provides ongoing feedback and support as employees strive to achieve expectations. Engages in two-way conversations throughout the year that ensure an up-to-date understanding of expectations, performance gaps and actions required to close any gaps. This is quite different from failing to adequately communicate expectations, being unaware of (or choosing to ignore) performance gaps, providing little or no support in overcoming barriers and failing to provide regular, ongoing feedback to employees.Motivating TeamTakes action that results in a high level of morale and motivation among team members. Assesses and communicates progress on work goals and objectives as well as the level of morale on the team. Raises the motivation level of the team and heads off issues that might lower morale if they were not handled in a timely and effective manner. This is quite different from those leaders who pay little attention to team morale and fail to take steps that would positively affect motivation levels.
Strategic ThinkingCan analyze organizational strengths and weaknesses and then combine these with knowledge of the industry, market and organization to develop long-term strategy. This is distinctly different from being unaware of organizational strengths and weaknesses and/or are being unable to combine a knowledge of the industry, market and organization in a fashion that results in a viable long-term strategy.
PRIMARYPersonnel Management Knowledge of State and Federal Driving Regulations/Standards General Maintenance (Building and Vehicle) Fiduciary Responsibilities Warehouse Operations
SECONDARYOrganizational Responsibilities Class B license or better Knowledge of Human Resource Practices Computer Literate in Word/Excel and Windows 10
Work ConditionsWork is primarily indoors in warehouse environment and operates warehouse equipment. Typical office environment