Logistics Manager

Logistics Manager

Reports to: Project Manager

Directs: Delivery runners and ad hoc procurement staff; coordinates with subcontractors and trade leads on material handoff

Role Summary

The Logistics Manager owns the physical flow of material and the labor-hour feedback loop across every Amber Valley project. Every material on every job arrives complete, on time, and in the right place — and every trade hour spent gets reported back so future bids tighten.

The Design Director owns the forecast. You own the actuals. You validate what the DD priced, you order what the field needs, you build the calendars that drive scheduling, and you close the loop by sending actuals back to the DD so the historical cost database stays sharp.

Core Responsibilities

1. Project Review & Pre-Construction

• Inspect and validate takeoffs and quantities during Project Review; flag gaps to the Design Director before contract signing.
• Execute the De-Bugging Sheet with the Project Manager to confirm plans are complete, detailed, and constructible.
• Review labor budgets from the Detailed Estimate; confirm trade-phase crew bonuses with the Project Manager.
• Attend the Pre-Construction meeting. PreCon is the formal handoff from the Design Director to the Project Manager — leave the meeting owning the material and labor calendars for the build.

2. Material Procurement

• Take the Spec Sheet and signed Contract and order all material for the job once the 26%+ initial deposit clears.
• On phased or draw-funded projects, order the framing package at minimum; bill the client for each subsequent phase's material and labor before procuring it.
• Source from the Amber Valley preferred vendor list; deviations require approval.
• Manage all ad hoc Home Depot runs and procurement gaps; minimize trips through proper planning.

3. Material Calendar

• Build and maintain a “Project Name Material Calendar” for every active job.
• Each entry includes: arrival date, item, delivery location, inspector (the person who will use the material), and the delivery party (runner, vendor drop-off, or sub pickup).
• Call vendors at least weekly to confirm arrival schedules; update the calendar and notify the Project Manager of any change the same day.
• Help the PM build the Project Labor Calendar based on material arrival dates.
• Combine material and labor into a single master calendar in JobTread and publish to the customer.

4. Delivery & Inspection

• Deliver or coordinate delivery of all material needed on site.
• Confirm with the runner and the material inspector the day prior and the morning of every delivery.
• Ensure each delivery is inspected and signed off by the trade lead who will use the material — no exceptions.

5. Labor Hour Reporting & Estimate Feedback Loop

• Report labor hours consumed by trade by project to the Project Manager weekly.
• At the end of each trade phase, update the estimate with actual labor hours side-by-side with estimated hours and send to the Design Director.
• Feed actuals into the Design Director's historical cost and labor database so future estimates tighten. The DD owns the database; you own the data going into it.

6. Punchlist & Closeout

• Conduct the Pre-Punchlist Inspection with the PM, then the Punchlist Inspection with the Project Owner. Run both with an agenda and a binder containing every trade phase inspection checklist and City Inspector report. Walk every line item, every trade. The purpose is to exhaust the homeowner before the blue tape comes out.
• Meet with the PM to determine man-days required for punchlist and which items justify a sub backcharge.
• For backcharges: send the punch scope, penalty, and deadline to the sub, and either secure a return date or get written permission to backcharge against retainage or the next project.

Performance Expectations

Scoring Categories: Accuracy | Communication | Time Management | Documentation | Attitude & Coachability

Minimum measurable thresholds

• Material delivery on-time rate: ≥95% post-ramp.
• Same-day change communication: PM notified the same day any material schedule changes. No exceptions.
• Weekly labor hour reporting: 100% submission rate, on time, to the PM.
• Trade-phase labor close-out: Design Director receives actuals within 5 business days of phase completion.
• Calendar accuracy: Master calendar in JobTread reflects reality within 24 hours of any change.
• Punchlist execution: Pre-Punchlist and Punchlist Inspections conducted with full documentation binder — no shortcuts.
• Attitude/Coachability: Persistent negativity or victim mentality after coaching = failure.

Key Performance Indicators (KPIs)

• Material delivery on-time rate — Target: ≥95%
• Material accuracy on first delivery (right item, right quantity, right location) — Target: ≥98%
• Estimate-to-actual labor variance by trade — Track every phase; report to Design Director monthly
• Weekly labor hour reporting compliance — Target: 100%
• Same-day notification on schedule changes — Target: 100%
• Sub backcharge documentation completeness — Target: 100% of backcharges fully documented
• Punchlist closure time (issuance to completion) — Reduce quarterly

Authority & Decision-Making

• Approve and place material orders within contract scope and budget.
• Schedule and reschedule deliveries with vendors and delivery runners.
• Direct ad hoc procurement and Home Depot runs without prior approval up to a delegated threshold; escalate exceptions to PM.
• Issue and manage sub backcharges within agreed thresholds; escalate disputes to PM.
• Reprioritize delivery sequence to protect the field schedule.

Core Competencies

• Systems Thinking: Operates through calendars, checklists, and same-day documentation — not memory.
• Communication Discipline: Briefs the PM on every change the same day. No surprises.
• Vendor Management: Maintains current relationships with all preferred subs and material vendors; knows their lead times cold.
• Field Awareness: Knows what each trade needs, when they need it, and what “wrong material on site” actually costs.
• Documentation Precision: Calendars, daily logs, backcharge paper trails, and labor hour reports are always current.
• Ownership Mentality: The job arriving complete and on time is the LM’s responsibility, regardless of which vendor missed.
• Coachability: Implements feedback quickly, without resistance.

Behaviors We Will Not Tolerate

• Material schedule changes communicated late or not at all.
• Skipped or late labor hour reporting.
• Backcharges issued without documentation.
• “It’s the sub’s fault” or “the field didn’t tell me” excuses without a clear paper trail.
• Disregard for the daily log, the master calendar, or the QA process.
• Repeated victim or negative mindset after coaching.

Pay: From $58,000.00 per year

Benefits

• Flexible spending account
• Paid time off

Work Location: In person