Themba Mahlangu

• Lead full the technical aspects of ,cycle supply chain management across Procurement ,Planning,Supplier Coordination,Logistics ,Delivery and Aftermarket support for specialized fleet programs valued at approximately R2.5B +.

• Develop and execute supply chain strategies aligned to client operational objectives, service level commitments, lifecycle cost optimization, and asset performance outcomes.

• Manage sourcing strategy, supplier evaluation, contract structuring, and commercial negotiations for 800+ specialized vehicles under leasing frameworks.

• Implement demand forecasting models and fleet allocation optimization tools to enhance working capital efficiency and improve asset utilization.

• Lead cross-functional collaboration between engineering, operations, finance, legal, commercial, and executive leadership to ensure alignment of delivery, cost, and performance objectives.

• Proactively manage supply chain disruptions including supplier non-performance, logistics constraints, regulatory compliance risks, and production deviations.

• Accountable for cost control, service level performance, delivery timelines, and operational KPIs across large-scale capital projects.

• Manage Capex portfolio exceeding R400M, including budget ownership, cost allocation strategies, pricing adjustments, and financial variance control.

• Conducted total cost of ownership (TCO) analysis to inform sourcing decisions and lifecycle cost management for effective long-term leasing strategies.

•Lead commercial negotiations with OEMs and specialized suppliers to secure competitive pricing, performance guarantees, and risk-sharing mechanisms.

• Drive cost reduction and value engineering initiatives focused on minimizing maintenance costs, improving asset reliability, and enhancing ROI.

• Developed business cases for investments in fleet modernization, digital workflow automation, and green mobility initiatives, aligning with strategic operational goals.

• Ensure procurement governance, contract compliance, and adherence to regulatory standards including ISO/TS 22163, ISO 20710, and IATF 16949.

• Translate supply chain decisions into financial impact metrics including cash flow optimization, risk exposure reduction, and margin protection.

•Lead digital transformation initiatives through implementation of Kissflow, Microsoft Power Apps, and IBM BPM to automate procurement workflows, asset lifecycle management, and governance tracking reducing manual reporting effort by 20%.

• Drive Lean-based continuous improvement initiatives through Gemba inspections, quality gate enforcement, and structured problem-solving methodologies.

• Contribute to the development of a KPI dashboards and executive Board reports detailing procurement performance, supplier compliance, risk management, and operational efficiency metrics.

•Lead change management initiatives across internal teams and suppliers to ensure adoption of new systems, workflows, and governance standards.

• Provide technical leadership in prototype validation, regulatory compliance testing (SABS & NRTA Act 93 of 1996), and production quality assurance.

• Led a cross-functional team in the successful implementation of a Lean Manufacturing reengineering project, resulting in a 28% reduction in production cycle time and an 11% increase in overall equipment effectiveness (OEE).
• Developed and optimized manufacturing processes for new product relaunch (UD Quester2.0), Which led to a 17% improvement in the first time through (FTT) and an 8% reduction in scrap rates.
• Managed a R7 million capital project for the installation and commissioning of new equipment and cranes, completing the project on time and under budget while increasing production capacity by 7%.
• Drove continuous improvement efforts that resulted in a reduction in downtime across multiple production lines, contributing to R980 000 annual cost savings. And winning 15 continuous improvement awards over 2 years.
• Led a team of 3 engineers in the redesign of key Jigs and equipment, reducing production costs by 10% while maintaining compliance with industry standards and customer specifications.
• Made regular amendments to documentation, SOPs, drawings, and BOMs in the engineering database and Volvo system’ centralized system, resulting in a 20% reduction in errors and rework.
• Assisted the dealer service department with fault diagnosis of returned products, improving fault resolution efficiency by 26% nationwide using Industrial Engineering techniques.
• Mentored university students to complete their practical training, ensuring that they complete their in-service training within the prescribed timelines.
• Played a key role in ensuring the company achieved ISO 9001 and ISO 14001 compliance in 2021, leading to a 100% improvement in compliance engineering processes.
• Championed the introduction of automation and robotics into the manufacturing process, achieving a 25% increase in productivity and a 15% reduction in labor costs.
• Conducted root cause analysis on recurring production issues, implementing corrective actions that reduced defect rates from 50 defects per unit to 5 defects per truck and improved customer satisfaction and truck audits.
• Developed and executed a comprehensive training program for production staff on new process technologies, resulting in a 20% increase in operator efficiency and a 10% decrease in operator-related errors.
• Coordinated the successful transfer of production operations from an overseas facility (Japan) to a South African manufacturing plant, maintaining production continuity and reducing lead times by 8% on processes that are uniform for both plants.
• Improved internal logistics through the implementation of the knitting inventory management, improving delivery by 30%.
• Conducted time and motion studies to identify bottlenecks in production, implementing process improvements that increased throughput by 2% without additional capital investment.
• Successfully led a project for the computation of a Value Stream Mapping for the entire plant processes as a Project Manager in 2020 during the COVID pandemic, meeting all project deliverables with an 11% efficiency boost.

• Played a strategic role in leading the organization’s successful ISO 9001 and ISO 14001 certification process in 2021, enhancing governance frameworks, process compliance, and audit readiness, resulting in full certification and strengthened operational risk controls.

• Championed the integration of automation and robotics into manufacturing operations, driving a 25% increase in productivity and a 15% reduction in direct labor costs through process reengineering and technology adoption.

• Led structured root cause analysis initiatives on recurring production defects, implementing corrective and preventive actions that reduced defect rates from 50 defects per unit to 5 defects per truck — significantly improving audit outcomes and customer satisfaction.

• Designed and executed comprehensive operator training programs aligned to new process technologies, achieving a 20% increase in operator efficiency and a 10% reduction in human-error-related defects.

• Coordinated and managed the successful transfer of production operations from an overseas facility (Japan) to a South African manufacturing plant, ensuring production continuity, process standardization, and an 8% lead-time reduction across harmonized processes.

• Optimized internal supply chain logistics through implementation of structured inventory management systems, improving material availability and delivery performance by 30%.

• Successfully led a plant-wide Value Stream Mapping (VSM) project during the COVID-19 period as Project Manager, achieving all deliverables and driving an 11% overall operational efficiency improvement.

• Led cross-functional Lean Manufacturing transformation initiatives, reducing production cycle time by 28% and improving Overall Equipment Effectiveness (OEE) by 11%, reinforcing operational excellence and cost competitiveness.

• Developed and optimized manufacturing processes for the relaunch of a new product platform (UD Quester 2.0), achieving a 17% improvement in First Time Through (FTT) and an 8% reduction in scrap rates.

• Drove continuous improvement initiatives across multiple production lines, reducing downtime and generating approximately R980,000 in annual cost savings, earning 15 Continuous Improvement awards over two years.

• Led a team of three engineers in the redesign and optimization of jigs and production equipment, reducing production costs by 10% while maintaining compliance with industry standards and customer specifications.

•Mentored and supervised university trainees during in-service programs, ensuring structured skills transfer, adherence to development plans, and successful completion within prescribed timelines strengthening internal talent pipeline capability.