PRIMARY RESPONSIBILITY : The Retail CI Manager is expected to craft and deploy the CI strategy, culture, and mindset, in Retail.
Processes should be stremlined, efficient, and should be practical and workable for Shell headoffice, Shell Retail Sites, Retailers, and Customers.
Aside from this, he is also expected to deliver at least $8M in benefits annually whether through increase in income, or reduction in costs through the various Retail PnL items.
1. Train, coach, and support CI practitioners and teams in CI Ways of Working, and in the application of CI in how we improve the way we operate.
2. Lead the bigger end to end CI projects of Retail.
3. Create and Maintain the Retail Process Library. Periodically check on process performance, and address any gaps identified from these audits.
4. Ensure that critical processes that affect key startegic delivery levers of Retail are fully mapped, periodically measured and reviewed, improved, and are discussed in teams and leadership meetings.
5. Deliver any regional requirements on value delivery.
6. Use Data analysis to see relationships which may improve Revenue or cost benefits delivery. Find data patterns which will help sites and sales teams in understanding customer behavior, and the effect of operations excellence.
7. Come up with a CI Project Pipeline to ensure all functions are actively delivering improvements, and spotting opportunities to make how we work more efficient and effective.
Value Delivery with direct PnL impact of at least $8M annually.
Works primarily with Retail staff, but will also workw ith all COBs and functions that interact with Retail in its end to end processes.
Retail organization is very lean and fast paced. Workload will always be an issue. Getting commitment to finish projects on time, and to regularly attend coaching sessions might be a bit difficult.
With the lack of a CI Coach for the past 2 years, CI skills, knowledge, and practitioner pipeline is already weak. There is a need to rebuild the CI skills baseline again for Retail.