Ninguno

Role Description
Role Title: Incumbent: Reports to: (name and title) from org chart No. of Direct Reports: No. of Indirect Reports: Role Band: TBD Location 0 0 K Zurich Attach organisation chart: Project Manager Customer Services xx Effective Date Business Unit: Division: Team: Customer Services July 2011 RTA Alesa Ltd.

Context:
Describe the organizational context, including theBU/Division/Function/Team’s function and objectives and where the position fits in the larger context, size of unit, budget accountability as appropriate, any special site issues.

RTA Alesa provides materials handling solution that are used in a large variety of applications. Its technologies and services are mainly focused on harbour facilities (hip loading/unloading systems), conveying systems (pneumaticand mechanical), storage equipment (fill/reclaim), vehicle loading and unloading and niche applications. RTA Alesa Materials Handling department consists of Engineering, Customer Services, Sales and Marketing, Technology and R&D. The Project Manager Customer Service is responsible for worldwide (excl. major areas of North and South America) after sales services related to materials handlingtechnologies. His main responsibilities are: • Ensure delivery (right time, place and quality) of spare parts for customer purchase orders (entire supply chain) • Selling and purchasing of goods and services for customer service projects • Create supply and service packages in line with the product life-cycle strategy • Commercial and technical customer support No line functions. Reporting to theProject Manager Customer Services

Primary Purpose
High level reasons this position exists ie what would not get done in the organisation if it didn’t exist?

This position is important to reach or exceed the budget for spare parts sales and services.

Accountabilities

% of Time

Identify the essential accountabilities of the role (6-10) and their purpose, and how the jobholder satisfiesthese. Considering the ‘people’, ‘planning’ and ‘technical’ aspects of the role may assist in identifying major accountabilities. Indicate the % of time spent on each of the accountabilities – to be an indicative guide only. Construct each statement to include: • “what” – use an action verb to describe what action is being performed; avoid using adverbs such as ‘promptly’ or ‘effectively’ todescribe responsibilities • How” – indicate how the action will be performed, use terms like “based on”, “by using” or “working with”. • “Why” – indicate the reason the action is performed, and clarify what the goal is, how it will satisfy a need, who has the need and what it is. • Indicate the level of responsibility for the employee (sole, leadership, or supporting role) • Any duty that will involveless than 5% of the job is not normally considered a major duty. These duties are better addressed in a general statement at the end of the “work performed” section, such as "and performing other related duties". In addition: • Closely related activities should be grouped together as one major accountability • Major accountabilities should be listed in order of importance • Avoid gender or agebased language • Avoid understating or overstating responsibilities

Process spare parts orders (entire supply chain)

50%

Instruct and delegate tasks to appointed customer service assistance

15%

Create proposals in line with the product life-cycle strategy

10%

Create spare parts lists

10%

Arrange technical support for customers

5%

Continuous review of HSEQ andaccounting principles

5%

Customer site visits

5%

Problem Solving
•

•

What kinds of problems arise within the job’s accountabilities and how do they get resolved? What sort of analysis/research may be required in order to develop solutions to problems faced?

Requires good analytical skills and application of acquired technical and commercial experience. Relies on extensive experience...