Key deliverables and outputs
1.Strategy and business results
a.Develop and execute the Trade Lane and agent Network strategy by contributing technical expertise.
b.Formulate tactical plans for the sales teams nationally to attain the business targets and ensure continued, sustainable and profitable revenue flow for the company.
c.Support business opportunities for existing and new clients.
d.Closely interact with inter-company Barloworld sales and business development teams in order to leverage opportunities.
e.Generate new demand and new business leads through multiple channels including leveraging networks, cross selling and up selling across the globe.
a.Develop and implement marketing and business development plans to grow trade lanes, ensuring sustainable business performance and growth.
b.Develop new business / Trade Lanes and agent network by means of forging relationships with the international network associations (i.e. FFSI, GOAL and Globelink).
c.Ensure appropriate agreements are in place with overseas agents and maintain the crucial agent relationships.
d.Develop joint sales plans with network partners.
e.Represent the company in negotiations to negotiate rates and commercial terms and secure the most favourable contract terms.
f.Drive a culture of continuous innovation and improvement to ensure that the Global Solutions and freight forwarding business remain at the forefront of the industry.
g.Manager proposals by ensuring that the scope of the proposal and client expectation is commensurate with the revenue earned – build accurate business cases and costing models and ensure accurate costing, pricing and product offering in proposals.
h.Manage the transition to new technologies in the market offering.
a.Establish and maintain effective formal and informal links with major customer stakeholders to cement sustainable relationships and ensure contractual KPIs are met.
b.Develop relationships with associated stakeholders nationally and internationally – government departments and agencies, local authorities, other key decision-makers – to ensure that the Business is providing the appropriate range and quality of services.
c.Be the link between the technical delivery team and the client expectation – ensure that there is consistency between the sales promise and execution delivery.
d.Create, manage, maintain and grow client relationships and pro-actively seek ways to foster client satisfaction.
4.Own the end-to-end trade lane development and sales process
a.Manage the sales opportunity from lead and demand generation, through proposal, to closing of deal.
b.Provide feedback on trade lane development and growth to Executives and the team.
c.Prepare excellent proposals and present complex value opportunities to clients at senior levels.
d.Develop networks and contacts at the appropriate level.
e.Guide the trade lane and network development process by involving executives and technical experts at the appropriate time in the sales cycle.
f.Negotiate deals (understand the difference between selling and negotiating) and close the deal.
g.Manage the transition from negotiation to execution and on time payment for opportunities closed.
h.Effectively communicate with clients, executives, team members and stakeholders at all stages of the sales and business development cycle.
i.Implement plans to ensure sales teams have the appropriate product knowledge.
a.Negotiate favourable contracts and implement service level agreements with relevant business unit suppliers who meet the company requirements for compliant and B-BBEE certified suppliers (i.e. shipping and air lines; ship and air brokers).
b.Conduct due diligence on new and existing agents.
c.Manage agent agreements to ensure up to date contracts exist.
a.Manage financial performance and reporting per trade lane.
b.Prepare and gain approval of the annual budget (incl. ROIC, Cash Flow, EP, PBIT, Net Working Capital).
c.Monitor delivery to ensure that budget targets are met, that revenue flows are maximised and that fixed costs are minimised.
7.Talent Management and employee performance
a.Direct and control workforce planning of the team by championing an effective talent strategy.
b.Implement an integrated performance optimisation process to drive performance excellence. Drive a climate and culture of high performance and employee engagement, in line with Barloworld’s employee value proposition. Manage, develop, coach own team.
•Exco, all business units (operational and functional); employees, Barloworld and Barloworld Siyakhula management and employees
•Partner network; Partner owners/CEOs; Port Infrastructure; Shipping Lines, Air Lines, Ship Brokers, Air Brokers, Clients; Suppliers and Service Providers; Industry Organisations; Government entities (e.g. DOL, DTI, etc.) SED/CSI partners (including communities)