Couriers - Dispatch Officer (Adelaide)

Position Summary As a Dispatch Officer, you will report directly to the Operations Manager/Supervisor and indirectly to the Courier Manager. Your key responsibility is to ensure that at least 80% of jobs are picked up and delivered within agreed timeframes, while maintaining compliance with Company Policies and relevant legislation, including Occupational Health and Safety, Work Health and Safety, and Heavy Vehicle National Law. Critical relationships (internal)
- National Operations Manager
- Taxi Trucks Department
- Fleet Department
- Contacts Department
- Office and Administration Manager and Department
- Sales and Account Management Department
- Customer Service Department
- HR and HSEQ Department
- Return to Work Coordinator Critical relationships (external)
- Existing Sub‑Contractors 1. Key Responsibilities and Task List 1.1 Job allocation
- Use your best effort to ensure that 80% of jobs are picked up and delivered within the agreed timeframes below by following the Company job allocation processes: Service Courier Half Tonne One (1) Tonne Pickup Delivery Pickup Delivery Pickup Delivery VIP 30 Minutes 90 Minutes 45 Minutes 90 Minutes 60 Minutes 90 Minutes EXP 30 Minutes 150 Minutes 45 Minutes 150 Minutes 60 Minutes 150 Minutes STD 120 Minutes 240 Minutes 120 Minutes 240 Minutes 120 Minutes 240 Minutes *Extra grid allowance after 20 kilometres
- SYD & MEL: 3 Minutes per kilometre. BNE, PER, ADL: 2 Minutes per kilometre
- Effectively allocate work to the courier fleet to ensure that service levels are consistently met. This includes:
- Proficiently operating a two‑way radio by communicating clearly, professionally and concisely with sub‑contractors at all times;
- Ensuring that jobs are allocated to the correct vehicle type and do not exceed the vehicle’s carrying capacity at any time;
- Ensuring all advance job bookings up until 8:00 a.m. the next day are allocated and accepted by a sub‑contractor;
- Co‑ordinating the vehicle fleet to ensure an even fleet distribution across the metropolitan area;
- Ensuring clients are informed of any delays or issues in relation to their deliveries by escalating any job/booking issues, including delays, to the appropriate Customer Service Query Channel;
- Ensuring that all extended pick‑up times or delays in job completion are communicated to the relevant departments where required;
- Ensuring the appropriate 'Ring Backs' are submitted on unallocated jobs, applying the most accurate and appropriate delay in minutes and the most relevant reason for the delay. Subsequent ring backs should take into consideration previous ring backs to ensure clients are updated and informed as to progress of their job;
- Proactively reviewing all jobs booked to identify and promptly resolve any potential issues; and
- Ensuring sub‑contractor PDA equipment is used correctly and efficiently
- Monitor and adhere to all restrictions that an injured or impaired sub‑contractor may have. This includes but is not limited to sub‑contractors participating in Return‑to‑Work programs. You must ensure that no jobs outside of these restrictions are allocated to the sub‑contractor and escape any non‑compliances to the Return‑to‑Work Coordinator without delay
- Monitor sub‑contractor hours of work and ensure that all sub‑contractors adhere to the Company Fatigue Management Policy Scheduling:
- Review the fatigue management email upon receipt daily;
- Review driver workloads throughout the day, particularly post 2 p.m., to ensure that the deliveries yet to be completed can be executed within the driver’s maximum work hours; and
- Re‑redistribute jobs as appropriate, where drivers may breach their maximum work hours Regional:
- Before allocating country work, you must assess whether the sub‑contractor is likely to exceed their maximum hours or work prior to making any allocations;
- In all regional delivery allocations, you must confirm with the sub‑contractor that they are willing to stay overnight at accommodation paid by the Company, prior to allocating the job. If the sub‑contractor is not willing to stay at the accommodation, you must not allocate the job to them;
- If the sub‑contractor is willing to stay at the accommodation, you must arrange the accommodation and include it in the handover to the Afterhours team;
- You are also required to create a fatigue plan to identify critical times in the performance of the delivery, such as the latest pick‑up and delivery times, and a time that the sub‑contractor should be at home to effectively manage the job as it is performed.
- Complete the afterhour’s handover communicating any fatigue management risks, where required (i.e. when you are scheduled to finish at 6.00 p.m. or later). The handover must contain any live jobs, including local, country and relevant contracts deliveries with an estimated delivery time of 6.00 p.m. or later, and a list of sub‑contractors that are available to perform airline deliveries/airline roster if applicable. You must also hand over any fatigue plans created for drivers still undertaking regional deliveries;
- Ensure that your allocation decisions comply with Company Policies and legislation with respect (but not limited) to Occupational Health and Safety, Work Health and Safety, and Heavy Vehicle National Law. Such allocation decisions must ensure: Job information that presents a potential or actual manual handling risk are reviewed and controlled prior to allocation. Fatigue management Workloads, or long‑distance jobs, will not cause any driver to breach their maximum work hours in a day. Load restraint Job information that presents a potential or actual load restraint risk are reviewed and controlled prior to allocation. Speed Workload and communication with sub‑contractors do not incentivise, or pressure a driver to breach speed limits. Mass and dimensions Goods within a job, or aggregate goods on a vehicle, do not breach the carrying capacity or dimensions of a vehicle.
- Ensure that all important information relating to jobs, including but not limited to sub‑contractor correspondence, delivery issues and queries raised are recorded in the Notepad on the Transport Management System ("TMS") against the relevant job
- Enter times and changes for jobs that require time updates each day, including but not limited to hourly jobs, detention, phone calls and tolls
- Ensure all client’s expectations are met in terms of time and quality in the delivery of our services 1.2 Management of Sub‑Contractor Performance and Conduct
- Management of sub‑contractors on Incentive Agreements
- Appropriately manage sub‑contractors on Incentive Agreements, using best efforts to supply them with work that meets or exceeds our minimum obligations under the Incentive Agreement.
- Provide and document first verbal (or written) warnings to sub‑contractors with regards to breaches of their Incentive Agreement.
- Where a sub‑contractor’s Incentive payment needs to be rescinded for one day, or one period, or indefinitely, you must provide that information and supporting reasoning to your Manager/Supervisor and Fleet Management Department, without delay, ensuring that notes are inserted into the TMS where required.
- Management of sub‑contractors performance and conduct against Company standards
- You must manage the performance and conduct of sub‑contractors in line with the minimum standards prescribed in the sub‑contractor agreement and Company policies.
- You must log all communication with sub‑contractors in the software provided by the Company.
- You must exercise professionalism and impartiality in the management of sub‑contractors.
- Use your best endeavours to ensure that sub‑contractors comply with legislation and Company Policies in relation to Work Health and Safety and industry best practice. You must further ensure that sub‑contractors are not exposed to a situation or environment that observably poses a risk to their health and safety.
- Escalate all incidents and near misses to the relevant stakeholders including but not limited to the Fleet Department, relevant Operational Manager, State Manager and National Work Health and Safety Manager as they occur and assist with the investigation where required
- Escalate all sub‑contractor queries or concerns to the Courier Supervisor, where required, without delay 1.3 General Responsibilities
- You must be available to work a rotating roster for after‑hours work where required
- Attend one‑on‑one meetings with your Manager as required
- Effectively communicate with colleagues and sub‑contractors
- Advocate co‑operation with other departments
- Ensure that your written and verbal communication with clients, colleagues and sub‑contractors is always professional and courteous
- Assist with any reasonable tasks requested by your Manager; which may include, but is not limited to, being available for on‑call work during peak periods of the year
- Notify your Manager if you require additional training as soon as practicable
- Ensure you use work time and resources for work activities, through limiting personal phone calls, internet browsing and mobile phone usage
- Ensure compliance with Capital Group’s Company Policies at all times
- Ensure compliance with the Work Health and Safety (WH&S;) responsibilities as outlined in section 3 2. Work Health and Safety (WH&S;) Responsibilities All staff are responsible for the following protected work procedures and instructions: 2.1 …