Warehouse Supervisor

Role description:

The Warehouse Supervisor owns the operational integrity of Warehouse 45 and Warehouse 47 and Fujairah warehouse. This means three things: every item that enters and exits the warehouse is documented and traceable; the Inflow system accurately reflects physical reality at all times; and the Head of Operations receives reliable, independent weekly visibility into warehouse performance without needing to chase information from other departments.

Key Responsibilities:

1. INFLOW/ERP SYSTEM OWNERSHIP

The Supervisor is personally accountable for the accuracy of every figure in Inflow. Inaccurate data is a management failure, not a system issue.

• Review Inflow every morning by 09:00. Check for: negative stock entries (investigate and correct within 24 hours), items without a corresponding GRN, unconfirmed dispatches from the previous day.

• Approve all Inflow quantity adjustments. No figure changes in the system without the Supervisor's documented approval and a stated reason. Verbal approvals do not count.

• Ensure every goods receipt in Inflow is backed by a signed physical GRN. The Inflow quantity must match the GRN quantity -- not the supplier invoice, not the PO quantity.

• Ensure every item dispatched has an Inflow invoice or issue record created before it leaves the warehouse. No exceptions for any order size, any urgency level, or any requestor.

• Lead the monthly physical stock count of all 294 SKUs or more on the last Saturday of each month. Compare results to Inflow. Variances above 2% per SKU trigger a written root cause investigation submitted to the Head of Operations by the following Monday.

2. STOCK CONTROL AND REPLENISHMENT

The Supervisor is responsible for ensuring no HK consumable, cleaning chemical, or maintenance part runs out. All onboarding items should be stocked as per the requirements and the number of upcoming onboarding. A stockout is a preventable management failure.

• Set Reorder Points (ROP) for all stock categories within 30 days of joining. The formula is: ROP = (Average Daily Usage x Supplier Lead Time in Days) + Safety Stock. All ROPs documented in the Reorder Tracker (WH-TRK-002).

• Review the reorder tracker daily at 10:30. Any item at or below its ROP results in a purchase request raised and sent for approval the same day. Items are never left below ROP without a documented action.

• Raise purchase orders in Inflow for all approved procurement. Monitor expected delivery dates actively. If a delivery is late by more than 2 days, follow up with the supplier directly -- do not wait for the item to become a stockout.

• Maintain an approved supplier register with contact details, service categories, last order dates, and agreed rate cards.

• Ensure bulk consumables (soap, shampoo, bath gel, professional cleaning products) maintain a minimum 30-day supply at all times.

3. GOODS RECEIVED NOTE (GRN) PROCESS GOVERNANCE

The GRN process is the single most important control in the warehouse. The Supervisor is responsible for ensuring every delivery is processed correctly.

• Every supplier delivery is physically counted item by item before any Inflow entry is made. The Shift Leader executes the count. The Supervisor reviews a sample of GRNs daily and the full GRN file each morning.

• GRN forms are signed by both the Shift Leader and the supplier representative. Any delivery where the supplier cannot or will not sign a GRN is refused or held until documentation is provided.

• Short deliveries are logged on the GRN, the Supervisor is notified, and the supplier is chased within 24 hours for the balance or a credit note.

• Over deliveries are not accepted into Inflow until the Supervisor has approved. Excess is held separately or returned to the supplier.

• Damaged goods received are photographed before any item is moved, noted on the GRN, and a supplier claim is raised within 48 hours.

• Monthly GRN compliance audit: count of signed GRNs compared to count of Inflow goods receipts for the period. Any receipt without a matching GRN is a compliance failure and is investigated within 24 hours.

4. DELIVERY OPERATIONS

The warehouse dispatches 80 to 110 deliveries per week across Dubai and UAE. Every delivery must be accurate, timely, and confirmed.

• Review the daily dispatch tracker (WH-TRK-001) every morning. Any delivery unconfirmed from the previous day is personally investigated before 10:00.PMS to be updated accordingly and the support team kept in loop.

• Enforce delivery priority standards: emergency guest delivery within 30 minutes of request; same-day HK delivery within 2 hours; scheduled morning delivery pick completed by 07:00; scheduled evening delivery pick completed by 16:00; ONB property delivery staged 24 hours before activation.

• Enforce the delivery confirmation standard: the driver sends a photo of delivered items at the property within 5 minutes of delivery. The Shift Leader logs confirmation in the dispatch tracker. No delivery is marked complete without this evidence.

• Coordinate with the ONB coordinator for upcoming property activations. ONB items are staged and ready 24 hours before each activation date without exception.

• Track monthly delivery confirmation rate. Baseline June 2026: 79 to 87%. Target within 90 days: 95%.

5. TEAM MANAGEMENT

The Supervisor manages two Shift Leaders (one fixed morning, one fixed evening) and three Warehouse Team Members.

• Shift Leader A owns the morning shift (07:30 to 16:30) permanently. Shift Leader B owns the evening shift (14:30 to 23:30) permanently. Days off rotate within each shift. Shift ownership does not rotate. The Supervisor sets and publishes the roster.

• Conduct a weekly 1-on-1 with each Shift Leader -- 20 minutes, structured. Cover: last week's delivery accuracy, GRN compliance, handover log quality, and any open team or stock issues. Brief written note kept after each session.

• Review Shift Leader KPI scores monthly and provide written feedback. Performance issues follow a documented process: verbal coaching first, written note second, formal warning third. Each step is documented and the Head of Operations is informed on the same day a formal step is taken.

• Ensure every Team Member has a clear understanding of their picking assignment, their assigned rack section, and their GRN counting responsibilities. All new team members complete SOP training within 5 working days of joining.

• Approve leave requests with minimum 5 working days notice for planned leave. Unplanned leave must be communicated to the Supervisor directly by phone call -- a WhatsApp message is not sufficient notification.

6. SHIFT HANDOVER MANAGEMENT

The Supervisor ensures no operational information is lost between shifts.

• The 14:30 to 16:30 overlap between shifts is the daily handover window. The morning Shift Leader briefs the evening Shift Leader on: pending deliveries, any GRN discrepancies from the day, stockouts flagged, and any unresolved issues.

• A physical handover log is completed at every shift transition. The incoming Shift Leader signs to acknowledge receipt. The Supervisor reviews this log every morning as the first task of the day.

• The evening Shift Leader prepares and posts the next day's delivery schedule for drivers by 23:00 each night. On nights with no evening Shift Leader on duty, the morning Shift Leader completes this remotely before 23:00. This is a non-negotiable operational responsibility regardless of shift.

• At 23:00 each night, the evening Shift Leader sends a handover message to GRO listing any open deliveries or issues from the evening that require morning follow-up.

7. RETURNS, DAMAGES AND CLAIMS

Every returned or damaged item is processed within 24 hours of arrival. Nothing sits in an unresolved state.

• Returns are triaged on arrival into three categories: good condition (returned to shelf via Inflow receipt), repairable (staged in repair area and vendor arranged), or write-off (held for Supervisor approval before any Inflow adjustment).

• Write-offs require the Supervisor's signature. Items above AED 500 require the Head of Operations to be informed before the Inflow adjustment is made.

• Appliance repair decisions are made by the Supervisor in consultation with the Maintenance Manager for technical items. Every appliance sent for repair is logged: item, serial number if available, property it came from, vendor, quoted cost, expected return, actual return, final cost.

• Supplier claims for damaged deliveries are raised within 48 hours of receipt. The GRN photograph is the primary evidence. Monthly write-off summary submitted to Head of Operations: total units, total value, root cause breakdown.

8. REPORTING

The Supervisor provides the Head of Operations with independent, reliable visibility into warehouse performance.

• Weekly report submitted every Friday by 17:00. Sent directly to the Head of Operations. Not routed through the Maintenance Manager, HK Manager, or any other department head. Contents: total deliveries completed and confirmation rate, GRNs processed, stockout count and items affected, Inflow discrepancies found and corrected, team attendance, pending purchase orders and their status, open supplier claims.

• Monthly stock count report submitted by the Monday after the count. Contents: all 294 SKUs counted, variances found, adjustments made with documented reasons, root causes identified, process improvements recommended.

• Same-day escalation (call, not message) to Head of Operations for: any HK consumable or critical cleaning chemical stockout, any negative Inflow entry discovered, any team member conduct issue requiring formal action, any delivery failure that affects a guest-occupied property.

• Be in close coordination with the finance team and ensure timely audits are in place. At least once a month an audit is mandatory.

Weekly non-negotiable responsibilities:

• Monday: Review weekend GRN files and dispatch tracker. Brief week priorities to both Shift Leaders.

• Thursday: Oversee weekly spot check of 20 fast-moving items. Review results before Friday.

• Friday: Submit weekly performance report to Head of Operations by 17:00 without exception.

• Last Saturday of each month: Lead the full physical stock count of all 294 SKUs.

Requirements:

• Minimum 3 years in a warehouse supervisory or senior team leader role in the UAE. Must have managed a team of 4 or more. Must have worked with a WMS or inventory management system such as Inflow, Oracle WMS, SAP, or equivalent. Experience in a high-volume daily dispatch operation is strongly preferred. A driver's license is a plus.

• Hospitality, property management, facility management, or FMCG distribution. Candidates with warehouse supervisory experience in serviced apartment operation, or short-term rental company are particularly well suited to the specific demands of this role.

• Diploma or degree in logistics, supply chain management, or business administration preferred. Relevant experience will be considered in place of formal qualification for candidates with a strong track record.

• Proficient in Inflow or equivalent WMS. Comfortable building and reading reports in Microsoft Excel or Google Sheets -- not just data entry. Familiarity with a property management system is an advantage.

• English -- professional written and verbal proficiency required. All reports to the Head of Operations are in English.

• The following are non-negotiable personal characteristics for this role:

  ◦ Detail-oriented -- Inflow/ERP accuracy is the primary accountability of this role. Careless data entry is not acceptable.

  ◦ Proactive -- problems are flagged on the same day they are identified, not in the weekly report. You do not sit on bad news.

  ◦ Process-driven -- you follow the SOPs and you make your team follow them. You do not create workarounds that circumvent the control system.

  ◦ Direct -- you give clear written instructions and clear written feedback. Verbal conversations without follow-up documentation do not count as managed accountability.

  ◦ Floor-present -- you walk the warehouse every day. You know what is on every rack and in every corner.

• Must be willing to work on the warehouse floor for the first 30 days before moving to full supervisory mode. A supervisor who manages a warehouse they do not understand cannot improve it.