Thabo Sithole Email and Phone Number

Driving Daily Sales Reporting & Analysis (2019-2021).•Providing Business and Sales force with Daily sales reporting, reporting on sales growth and rate of sales per business unit, Region and Cluster.•Updating Quarterly reporting and presenting it to the sales force to highlight anomalies and sales opportunities through data trends.•Utilizing Automation platforms (Hubble (QLICKVIEW, POWER BI) to enhance quicker effectiveness in drawing raw data to create reports.•Picked up transaction errors amounting to 26M overstating sales and escalated this quickly to the respective Business for awareness. •Provided the DPS Commercial Director, Supply chain & GM (General manager) with Monthly Reports for Regional (international (EMEA) & Local Reporting. •Working closer with Finance to update the Financial business plan, JU (June update) & NU (November update) based on the projection and sales trends.•Create further dashboards models that would drive the shape of the Governance, such as the bubble chart, sales to cost ratio’s, sell through analysis that continue to shape data driven decisions in the field.Managing Governance meetings•Created effective Governance platforms (weekly, Monthly) enabling both the Product managers, sales, supply chain & distribution to be in one forum to discuss resource allocation plans and objectives and being the pulse to activate these discussions.•Presenting dashboards within these meetings to highlight key impact areas and running minutes after these meetings to ensure continuity and accountability. •Establishing data which led to the re-optimization of End2End processes.•Developed and entrench a high-performing culture with the Governance meetings being united around issues of engagement, effectiveness, efficiency, leading by example and an empowered work ethic.

Achievements Daily engagement in Root cause analysis to identify cost drivers impacting on FSE (Field Service Engineers) consignment stock increases,• Drew up a fishbone analysis to present the different silos impacted.• Provided excel dashboard graphical aging and cost analysis to present trends /improvements.• Presented findings’ and trends to a panel of service Delivery Managers on a quarterly basis.• Through further deep process mapping and constructive root cause analysis, managed to rebrand the process to provide further training to Engineers on reminding them on the do’s and Don’ts of the process.Establishment of a new Forecasting process (2017)The Companies in the past ordered stock out of intuition without mathematical modelling. Which saw huge write off cost and aged stock in the process clouding the warehouse.• Established a simple Re-order point/ buffer system which focused on historical data and current data to assume replenishment of consumables items.• Product analysis improved as non-moving where not ordered, and high moving items where ordered frequently.• This new process further saw Hit rates improve in averages of 80%-90% in closure of the year per customer Group.• The formula improved item visibility as items which ran out of stock frequently caused management to increase buffer as formula enabled such functionality.• Back orders where reduced substantially, further enhancing timeous order fulfilments. Improved consignment management leading to a reduction of 75-80% of consignment value (2015-2016).• Improved Collaboration between all stakeholders, Call Centre, Logistics and Engineers.• Enforced process adherence to engineers.• Daily pulse checks through dashboard analysis to monitor the FSE cost and Aging.• Able to adopt a pro-active view on daily management.• Improved Process Predictability and Visibility.