A Kenyan company with 1000 employees and annual turnover of Kshs 3B

General
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Am privileged to work for such a company kama sales rep. Ilikua kampu ya manufacturing owned by wahindi.

Staff breakdown ilikua 100 employees wako admin side kama accounts, procurement, stocks, sales, HR and IT. The factory staff walikua 500 employees. The dispatch walikua 500 employees

Walikua na kama 200 active key customer account customers. The biggest key account ilikua na sales turnover ya 1B per order . The smallest key account ilikua kama 1M per order . Sales rep walikua Wanamanage customers pekee. Hakuna kutafuta

Around 70% ya customers ni repeat customers. Niliona hata order ichelewe aje, Kuna Ile trust ya hio pesa haitapotea.
Sijawai ona a very efficient system ya operations.

Everything was done through SAP software na paperwork to support every procedure.
Kila step ya order processing lazima ikue na approval ya Head of department.
Kulikua na 2 directors who only spoke with the HODs pekee. For the time, I was there nilibonga na directors through email na desk phone Pekee. Never face to face.
Official communication is strictly email. Kama Kuna ngori HOD ata itwa aseme shida iko wapi. Huko meetings zilikua for 10 minutes maximum. Hakuna kukaa. Kila mtu anasimama. Unasema ngori ni Gani? Solution ni Gani? Timelines ni Gani?

Kila department ilikua na HOD anasimamia team yake. Production na dispatch ilikua na HOD supported by supervisors.
Hao wahindi waliweka system ingine noma. Hata waste lazima ipitie approvals kama 5 na inspection kama 3 ndio itupwe. Every car inapick order inapimwa weighbridge before and after loading.
Hio system ilifanya Order processing ilikua very slow. Turnaround time ilikua 3 weeks for small orders upto 6 months for big orders.
Hio kampu ilinifundisha lessons za kuishi maisha na strict rules. Hata Ile siku nita start biz lazima ni incorporate hii system yao. It was a very well oiled machine

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On paper that’s sounds like a well oiled machine, lakini kwa ground vitu ni noma. Nothing works seamlessly through and through, else they could already have been automated.
Cha msingi ni ati you learned what you were supposed to learn when you were there, move on to the next stage in life and document your findings

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True. The biggest challenge ya system was human error and delay. Humans ndio Wana input data kwa system ndio iprocess hio order.
For example, Unapata order ya the main items ziko sawa lakini Kuna accessory kama mbili ziko wrong. Kureverse such an error kwa system inaweza take 3 days. With so much back forth. Lazima ujaze form ya revision, Ikue signed na HOD watatu. Kila HOD anauliza what is the error na who caused the mistake. SAP software haiwezi kua changed bila hio form.
Ama unapata timelines ni 3 weeks na 3 weeks zimeisha na order is half way done. Sasa una Anza kumanage customer atulie. Asilete ngori. Customer akituma email, director will pick it up. Na HOD ataletewa noma.

As much Kuna system, politics plays a role hapo. Politics will determine kama utapewa harsh punishment ukifanya error. Vile una skizana na hao HODs will determine kama utapewa soft warning usirudie tena. Ni wewe unafaa kujua vile utacheza

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In muhindi companies the weakness is always the junkie muhindi manager especially in logistics cum warehousing. They need money for their druggie habit

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Hata picha ya delivery truck hatujakataa.

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Ni company inatengeneza sabuni ya kuoga.

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Why the secrecy in an anonymous forum?

You’d think wanauza bangi.

marijuana pot GIF

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side hustle ni calabash