Sr. Executive - Operations (Gandhinagar) - Military veterans preferred

2025-10-02
DHL (https://group.dhl.com/en.html)
Other

/yr

  full-time   employee


Gandhinagar
India

Service Centre Head

Job Title

Service Center Head

Function

Regional Operations

Reporting to

Area Operations Head

1. Purpose

Responsible for all inbound and outbound operations at the Service Center and ensuring timely, accurate and profitable delivery of DP/Etail/INTL shipments to customers

2. Key Responsibilities

Responsibilities

Operational

·       Responsible for supervising daily inbound and outbound DP/Etail/NTL operations at the Service Center

·       Analyze load patterns on a periodic basis to plan pick-up and delivery routes for first and last mile connectivity to customers

  • Monitor daily loads and plan delivery and pick-up schedules accordingly
  • Ensure timely pickups (call pickups or registered pickups) and receipt of shipments from service providers including PDA and Parcel Shop.
  • Ensure safe, timely and profitable delivery of shipments to customers and work towards reduction of instances of undelivered shipments, RTO instances, etc.
  • Monitor regulatory paperwork (e-waybill etc.) for completeness and accuracy; Ensure coordination with origin/customer in case of incomplete paperwork.
  • Ensure availability of sufficient vehicles for inbound / outbound operations
  • Ensure safe handling of all shipments and report any damaged cases to the origin/ hub
  • Oversee the work of supervisors to ensure adherence to the operational workflows and standard operating procedures (SOPs)
  • Handle all exception cases; On a daily basis check on the exceptions of the previous day and ensure follow up for closure/ resolution of the same
  • Monitor attendance and leaves for the staff on a daily basis and plan operations accordingly
  • Conduct daily staff briefings, including communication regarding any operational changes, route changes etc
  • Monitor performance of service centre and ensure conduct of trainings for regular staff, PDAs, etc. in line with the training programmes designed centrally
  • Generate and maintain MIS related to the PDA/MPC billing.

People

  • Provide direction, guidance and support to employees to help them discharge their duties effectively
  • Monitor the performance of the team on a continuous basis to identify key performers
  • Mentor and coach subordinates to develop the team’s capabilities and build a robust succession pipeline
  • Ensure that the Service Centre is adequately staffed as per the manpower requirements
  • Ensure high level of employee engagement and retention of key performers

3. Key Result Areas and Key Performance Indicators

S. No

Key Result Areas

Key Performance Indicators

1.

Optimize costs in the Service Centre

·      % reduction in overall Operating Costs for Service Centre (i.e. OCPK and OCPM)

·      Adherence of vehicle procurement cost per kilometer within set threshold level

·      PDA /MPC Productivity monitoring

·      % reduction in market car hire costs

2.

Drive service quality and excellence in the Service Centre

·      Timely connectivity of outbound loads to the Hub (% compliance)

·      Timely updation of status (in scan, out scan, exceptions, Proof of Delivery, Delivery Challansetc) in the system (% compliance within TAT)

·      Adherence to SOPs (measured in terms of number of non-compliances/ deviations) as observed in audit

·      % Exceptions closed within TAT

3.

Ensure Security of Shipments

·      Number of open regional security related cases in the Service Centre

4.

Ensure Regulatory Compliance

·      Compliance to all applicable regulatory requirements and paperwork

5.

Drive Operations Process Efficiency and capability

·      % increase in operational productivity in the Service Centre (measured as shipments/ employee)

6.

Ensure Performance Driven Culture

·      Adherence to Performance Management system timelines and guidelines

7.

Support Employee Capability Building

·      % Key positions within team with identified successors / potential successors

8.

Drive employee morale and engagement

·      Employee Attrition (%)



 

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