Branch Manager

Triple-S Steel•Farmington, NM

About The Position

The key role of the Branch Manager is to ensure new business develeopment and sales while leveraging the strengths of the overall company to achieve the highest possible returns. The manager is expected to lead with the highest level of integrity while promoting the Triple-S culture and operating within the company policies. The manager is also expected to foster an environment that allows all employees equal opportunities and regular honest and unbiased feedback on their performance. The Branch Manager will report directly to the Regional Manager. They will work in conjunction with the Regional Manager, Purchasing Manager and the VP Sales to establish and attain to targets in Sales, Gross Profit, Inventory levels and inventory accuracy. Our company offers great benefits, from tuition reimbursement to training and development opportunities. We also offer medical, dental, vision, FSA, HSA, commuter, long-term disability and group life insurance programs. Come join our team!

Requirements

A Bachelor’s Degree in Business Administration, Marketing, Industrial Distribution, or Operations Management, or five years of progressive management experience in the Metals Distribution Industry.
Financial management and budgeting skills are required
An ability to make sound business decisions based on data and statistics
Three years of Sales Management Experience, preferably with strong commercial selling experience in the Metals Distribution Industry.
Two years of Operations/Operations Management Experience, preferably in the Metals Distribution Industry.

Nice To Haves

MBA is a plus.
Previous General Management Experience is a plus.
Working Knowledge of Non Ferrous Metals is a plus, including Aluminum, Stainless Steels, Nickel Alloys, and Titanium.
Experience working in a ‘Supply Chain’ capacity is a plus.

Responsibilities

Business Development – Regularly communicates and works with the Regional Manager to identify and capture new accounts in both the geographic area and the area of the branch expertise. The Outside Sales Representative(s) assigned to the branch will report directly to the Branch Manager. The Branch Manager will develop planning and strategy plans to go to the market.
Sales –sees top customers periodically as necessary to develop good relationships and to address issues appropriate to his/her responsibilities as Branch Manager.
HR and Performance evaluations – coordinates with local managers to ensure every employee in the branch is provided with well-thought-out performance appraisals and goal setting sessions which allow for fair two-way feedback. Manager must sign off on all evaluations. Coordinates with HR manager to ensure compliance within company policies and most relevant HR laws. Raises for employees must be within corporate guideline budgets.
Quality – ensures plant and equipment is clean, maintained and organized. Does so by regularly walking the plant and communicating with employees. Coordinates with VP of quality on metrics to improve quality.
Productivity – ensures a productive workforce. Uses relevant and consistent metrics to measure (i.e. financials, pick count, OT reports, production reports, etc.) as designed and directed by the Division Controller
P&L – manager is responsible for the profitability of the branch and the productive and safe use of the branch assets
Credit – Must operate within the AMM for credit approval; including documenting rationale when exercising authority. Coordinates with Credit Manager to nurture team credit decisions.
Profit Sharing Meetings – conducts quarterly profit sharing or town hall meetings (when no profit sharing). Communicates branch performance and market conditions with branch employees.
Best practices – adopts best practices with other branches when possible to bring about continuity throughout the organization.
Hire/Fire – has authority to hire personnel within the budgets adopted and approved by management. Ensures that company hiring policy (reference and background checks) are adhered to. Has authority to terminate within the guidelines of corporate HR department. Should seek guidance from HR Department in performance related issues prior to termination versus egregious violations of company policies.
Company interest over branch interest - When making decisions, chooses what is in the best interest of the company ahead of what is best for the branch. Example: if a sister branch is overstocked on an item- transfers that item vs. buying new at cheaper price.