Head of Operation (HOO)

Feed Avenue Ltd – Head of Operation (HOO)

Location: Ogun

Hierarchical position: Managing Director

Mission of the Role Take full ownership of Feed Avenue’s day-to-day operational execution; build a disciplined, scalable and cost-controlled operations organisation; significantly improve delivery reliability and stock accuracy; lead the operational ramp-up into local production; and prepare the company for its next phase of growth.

Reporting Lines: Warehouse Keepers/Supervisors, Transport & Fleet Manager, Stock Controller(s), Production / Operations Supervisor(s), Production/QC Officer(s), drivers, handling and support staff (site-dependent).

Operational authority: Full day-to-day operational authority over warehousing, logistics, fleet, stock and production execution, within approved budgets, policies and delegated authority limits.

Missions & Activities

Main missions: Customer Order Fulfilment & Delivery Execution; Warehouse & Stock Management; Logistics, Transport & Fleet Management; Production & Industrial Operations; Performance, Cost & Working-Capital Management; Team Leadership & Operational Discipline; Vendor, Supplier & Stakeholder Management; Operational Compliance, Safety & Quality Systems.

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