Head of Operation (HOO)

Customer Order Fulfilment & Delivery Execution    

• Own the complete Order-to-Delivery process from validated sales order and finance clearance through stock allocation, picking, loading, transport, customer delivery, Proof of Delivery (POD) and ERP closure.
• Maintain a daily delivery control tower: pending orders, ageing, delivery priority, transport capacity, exceptions and customer-impact risks; every open order must have a named owner and next action.
• Coordinate Sales, Finance, Warehouse and Transport so that delivery promises are realistic, capacity-based and executed without unnecessary escalation to the Managing Director.
• Establish service standards and escalation rules for urgent orders, shortages, failed deliveries, damaged goods and customer complaints.
• Drive OTIF (On Time, In Full), order lead time, failed-delivery rate and POD closure as core service KPIs.

Warehouse & Stock Management    

• Own inbound processes (offloading of customs-cleared/imported containers, intake inspection and goods-received recording) and outbound processes (order picking, dispatch, loading and delivery documentation) across all warehouse and distribution sites.
• Implement disciplined stock control: FIFO/FEFO, cycle counts, periodic audits and reconciliations; actively reduce sleeping stock, damages, losses and shrinkage.
• Apply feed-specific storage discipline: moisture and pest/rodent control, weevils contamination and mycotoxin prevention, correct stacking/palletisation, segregation, and complete batch/lot traceability.
• Maintain audit-ready GRNs, waybills, stock ledgers and ERP records; investigate and close every material physical-vs-system variance.
• Enforce hygiene, safety, security, fire-safety and restricted-access standards across storage locations.

Logistics, Transport & Fleet Management    

• Plan and control all inland movement of goods: port-to-warehouse, warehouse-to-warehouse, supplier-to-warehouse and warehouse-to-customer, across intra-state and interstate routes.
• Build and sustain a high-reach network of reliable local carriers and owner-drivers for Feed Avenue’s frequent small-to-mid consignments, including 1 tonne (40 bags) and below; vet, negotiate rates and maintain a pre-qualified vendor pool.
• Design cost-efficient routing, load consolidation and multi-drop plans; reduce empty return legs and unnecessary dedicated trips.
• Own company fleet performance: preventive/corrective maintenance, fuel control, driver scheduling and performance, tracking, vehicle utilisation, roadworthiness and GIT risk-management requirements.
• Maintain contingency plans for checkpoint delays, transport-union dynamics, road/flood disruption, security risks and driver welfare.
• Track OTIF, cost per tonne/delivery, cost per km, fleet utilisation, breakdown frequency and turnaround time.

Production & Industrial Operations    

• Take operational leadership of Feed Avenue’s transition into local production from the outset: project execution, commissioning readiness, SOPs, staffing, shift organisation, production planning and disciplined plant start-up.
• Lead, with the Managing Director and relevant technical partners, plant-layout and machinery implementation, capacity planning, installation/commissioning follow-up and operational acceptance of new production equipment.
• Own day-to-day production execution once production starts: raw-material intake, batching, process adherence, milling/mixing/pelleting/bagging where applicable, finished-goods release workflow, downtime control, yield and waste management.
• Build the production management system around 5S / Lean / Kaizen, preventive maintenance, production scheduling, daily performance boards, root-cause analysis and CAPA.
• Ensure that production strictly follows approved formulations, specifications and QA/QC release procedures. Formulation ownership and nutritional/technical authority remain with Feed Avenue/Mg2mix Technical/R&D and designated QA/Regulatory functions.
• Manage toll/contract millers and manufacturing partners during the transition to in-house production, with clear specifications, service levels, yields, traceability and quality controls.
• Develop Solomon and other existing operational staff as execution leaders within the new system. Solomon may retain a Production / Operations Supervisor or Coordinator role, reporting to the HOO; the HOO remains accountable for methodology, planning, people management, KPI discipline and final operational performance.

Performance, Cost & Working-Capital Management    

• Design and drive the annual operations plan across warehousing, delivery, logistics, fleet and production, aligned with company growth objectives and approved budgets.
• Own a weekly and monthly operations KPI dashboard and hold structured performance reviews with clear corrective actions, owners and deadlines.
• Lead cost optimisation across transport, fleet, warehousing, handling, production inputs and third-party services without compromising quality, safety or customer service.
• Treat inventory as cash: actively manage inventory days, stock rotation, ageing/sleeping stock, damages/losses, stock variances and working capital tied up in operations.
• Maintain full command of the ERP/inventory system and enforce data integrity across the operations function.
• Core cost KPIs include logistics cost as % of sales, cost per delivered tonne, fleet cost/km, production conversion cost, yield/waste, inventory days and shrinkage.

Team Leadership & Operational Discipline    

• Lead the operations organisation across warehouses, stock control, transport/fleet, drivers, production and handling/support teams; set objectives, coach, evaluate and manage performance.
• Create clear role ownership, SOPs, delegation rules, handovers, daily/weekly routines and escalation protocols so routine operational decisions do not depend on the Managing Director.
• Build a strong field-management culture: visible presence on sites, disciplined follow-up, facts before assumptions, rapid problem resolution and closure of actions.
• Implement structured training, safety routines and succession plans; upgrade or reorganise roles where capability does not meet the company’s growth needs.
• Coordinate closely with Finance, Import/Procurement, Sales, HR and Technical/QA while remaining the primary owner of operational execution.

Vendor, Supplier & Stakeholder Management    

• Identify, KYC-vet, onboard and continuously evaluate transporters, warehouses, service providers and operational/production suppliers.
• Negotiate commercial agreements and SLAs protecting cost, quality, reliability, lead time and liability.
• Maintain vendor scorecards and alternative suppliers so operations are not dependent on a single provider.
• Represent Feed Avenue with transport/logistics associations, manufacturing partners and other operational stakeholders as required.
• Operational Compliance, Safety & Quality Systems    
• Ensure day-to-day operational compliance with applicable requirements affecting warehousing, transport, vehicles, production, environmental health and product handling.
• Work with the designated Regulatory/Technical/QA owners on NAFDAC, SON, Ministry of Agriculture/Livestock, NAQS, NESREA, Customs, FRSC/VIO and relevant state/local requirements; the HOO is responsible for operational implementation and readiness, not for acting as the company’s sole regulatory specialist.
• Build operations toward recognised feed-safety and manufacturing disciplines including GMP, HACCP-aligned practice and, as required, ISO 22000 / GMP+ / FAMI-QS frameworks.
• Ensure incident reporting, corrective action, emergency preparedness, workplace safety and product traceability are embedded in all sites.

Theoretical and practical knowledge    

• Bachelor’s degree in Supply Chain Management, Logistics, Agribusiness, Food Science/Technology, Industrial/Production Engineering or a related field. A Master’s degree or relevant professional certification (CIPS, CILT, APICS/CPIM, Lean Six Sigma) is an advantage.
• Minimum 8–10 years of progressive experience in operations, logistics, warehousing and/or production management, including at least 4–5 years in a senior managerial role with direct team responsibility.
• Demonstrable experience in animal feed, agro-processing, milling, FMCG, food manufacturing or agribusiness is strongly preferred.
• Proven hands-on experience managing Nigerian inland logistics and a credible network of local transport providers, including small-consignment deliveries.
• Direct exposure to industrial production, milling, plant commissioning, operational start-up or scaling a manufacturing facility is a major differentiator.
• Experience managing at least 15–30 operational staff, with evidence of building discipline, systems and middle-management capability.
• Working knowledge of the Nigerian operational regulatory environment; sufficient to ensure compliance execution while partnering effectively with specialised regulatory/technical owners.
• Valid driver’s licence and willingness to travel extensively across company sites, production/toll-milling facilities and partner locations.
• Technical and methodological know-how    
• Strong command of operations management, Lean Manufacturing, Kaizen, 5S, root-cause analysis, CAPA, preventive maintenance, FIFO/FEFO and process standardisation.
• Strong practical ability in production planning, warehouse discipline, delivery execution, fleet management and cost control.
• Sound understanding of feed/food production QA/QC methodology and formulation adherence; nutrition/formulation expertise is an advantage but not a requirement.
• ERP proficiency (Odoo a +), and strong Excel / MS Office skills; able to build simple, reliable KPI dashboards and operating reports.
• Strong analytical, planning, negotiation, vendor-management and data-driven problem-solving skills.

Behavioral Skills    

• A visible, credible and hands-on manager who naturally takes ownership and closes issues without constant escalation.
• Highly organised, methodical, rigorous and process-driven; capable of bringing structure to a fast-growing entrepreneurial company.
• Proactive, resilient and calm under pressure, with strong crisis-management and prioritisation ability.
• Cost-conscious and commercially minded without compromising quality, safety, compliance or customer service.
• High integrity, strong accountability and zero tolerance for unexplained operational variance, poor documentation or recurring execution failure.
• Excellent communication and stakeholder management across field teams, managers, suppliers, regulators and senior leadership.