Date: 15/03/2017

POSITION: Commercial Manager

RESPONSIBLE TO: The Managing Director

SUBJECT: Job Description and Responsibility

OVERALL:

The overall responsibility of the Commercial Manager (Comm. Mgr.) is to contribute to the
financial growth of Tomorrow Investments Ltd (the Company) through prudent budgeting
and cost control and sound management oversite of all our site operations.

Outline of Responsibilities:

General:

1. To contribute to the profitability of the Company by:

a) Procuring sufficient contracts to sustain the budgeted turnover and structure,
b) Making sure that on all awarded contracts, the necessary commercial
management/ quantity surveying functions are carried out,
c) Ensuring that the buying function, both in terms of materials, plant and services is
carried out within the guidelines provided by the Managing Director,
d) Managing the company’s cash-flow generated by the site in order to maximize the
income received at all times.
2. Maintaining appropriate contact with Clients (potential, new and acquired) or their
representatives and undertaking such public relations activities as to ensure that
relationships are such as to enhance the good reputation of the Company.
3. Maintaining close liaison with the Operations Manager and his staff, in particular the
Contracts Manager/s, so that the quantity surveying, buying, costing, and budgeting
services/ functions operate effectively.
4. Safeguarding the legal position of the company under all reasonable conditions in so
far as it affects his activities.
5. Acting as the link with the accounts department and maintaining effective liaison
between the respective departmental staff.
6. To study, and clearly understand all the clauses of each contract (before and after the
award), especially concerning:-
a) Specifications
 b) Bill of Quantities
c) Measurement Clauses
d) Payment Clauses
e) Variation Clauses
f) Time for Completion Clauses, and the relevant penalty Clauses.
7. The examination, preparation, approval and submission of tenders on behalf of the
Company and ensuring that contract documents and plans are reliably checked.
8. Seeking advice, interpretation, and decision from the Managing Director on any
matters connected with his responsibilities, particularly of a proposed course of
action, which appears to be a departure from, agreed policy.
9. Bringing to the attention of the Managing Director information with regard to
projects, which might be of interest to the Company and/or associated Companies
10. To visit regularly the different sites constantly to ensure a high standard or quality of
work and cost efficiency of the sites.
11. Developing and maintaining adequate controls to ensure that costs are kept within the
estimated figures in addition, that progress is up to schedule and qualify up to agreed
standards, and for taking remedial action where necessary.

PARTICULAR:

Estimating:

12. The examination, preparation, approval and submission of tenders on behalf of the
Company, approval and submission of tenders on behalf of the Company and
ensuring that the contract documents and plans are reliably checked.

Quantity Surveying/Commercial Management:

13. Ensuring through the Quantity Surveying section the preparation and submission of
the Certificates for Payments on accounts and for final accounts, and ensuring that
payments due to the Company are made.
14. Developing, implementing and maintaining adequate systems and controls to ensure
costs are kept within the estimated figures.
15. To be continuously in contact with the Accounting Department for the following: -
a) To give the Accounting Department all details necessary to fulfil its function.
b) To use the results of the Accounting Department to the maximum, in order to
single out any results that are lower than expected.
c) To inform the operations department of the results of the costing, and to try to
create in the supervisors a cost consciousness and complete confidence in the
Accounting Department’s results.
d) In the event of bad results appearing in the monthly analysis, to try, with the help
of the Accounting Department and subordinates, to discover the cause, and to
find out whether it is due to bad management on site, waste of materials and
labour, or perhaps even a mistake in the tender analysis on the rates or the
quantities involved, etc.
e) Whatever the cause of the bad results may be, the Managing Director must be
immediately informed, and an open and frank discussion should be held to try to
find out how to mitigate and/ or rectify the matter.
16. Ensuring that accurate records are kept of all increased costs of labour, materials,
plant and fuel, on contracts where fluctuation in the costs of these items are allowed,
and obtaining agreement to these by the clients’ representative.
17. Ensuring that on completion of the contract, or as soon as possible thereafter, the final
account is prepared, checked and submitted to the client and that within the terms of
the contract, maximum payment is received for all work done.
18. Discussing with the Contracts Manager any case where it is considered a claim should
be made on the Client, and the following agreement, and notification to the client by
the Contract Manager, preparing full details of the claim. Presenting claims to the
Client, and negotiating their settlement.

Procurement- Buying

19. Purchasing through the buyer, all materials required for incorporation in contract
works, having received detailed buying
20. Bringing to the attention of the Managing Director any material, labour, plant and
services prices that are over the allowable at time of tender.
21. Getting the Managing Director to counter sign all orders as required for the
satisfactory performance of the contracts.
22. Presenting, recommending and obtaining sanction from the Managing Director as
soon as possible, together with subsequent approval by the Managing Director for
capital expenditure
23. Purchasing such items of plant, stores and equipment as may be approved or directed
by the Managing Director.
24. To study and clearly understand all Clauses of the Contracts between the company
and the sub-Contractors, and to ensure that strict observance of these Clauses are
maintained, with particular attention to: -
a) Programme of the job as laid down with the Construction Director.
b) Quality of work completed
c) Sub-Contractors’ materials must be scrupulously checked before they are paid
for
d) Monitoring of Sub-Contractors performance insurances and contracts.
e) Agree and authorize all sub-contractor measurements and payments.
25. Ensuring that sub-contractors are not at variance with the conditions of the main
contract and that the Conditions of the Main Contract takes precedence over the
trading conditions of the sub-contractor.
26. Continually reviewing the sub-contract form of agreement and conditions and
recommending to the MD such revisions as are considered necessary.

NON-CORE:

Our firm operates on a lean but efficient team of experts and to that end as a senior
member of staff of the Company you are expected to be involved and to contribute to
all other departmental functions of the firm and to all ongoing projects.

REPORTING

27. In conjunction with the appropriate staff, preparation and submission of periodical
reports on various aspects of the Company’s activities as required by the Managing
Director, (See annexure).

STAFF
28. Maintaining a high level of morale and general welfare of his subordinates and, if
necessary making recommendation to the Managing Director for alterations to
appointments.
29. Supervising the recruitment, appointment, rates of pay and dismissal of all staff under
his responsibility.
30. Carrying out regular appraisal of his staff
31. Recommending to the Managing Director adjustments in salary for those members of
the staff for whom he is directly responsible and applying all methods of appraisal and
staff development used in the company.
32. Recommending to the Managing Director promotions from within, or recruitment
from outside, of appointments and adequate reasons for the transfer or dismissal of
personnel for whom he or she is immediately responsible.
33. To ensure a high standard of quality of the relationship with the professional team and
client representatives. Attendance to all major site meetings representing the company
and portraying a professional, co-operative and high standard image of the company.
34. Organizing and supervising suitable training programmes for his staff in Zambia or
elsewhere when applicable.

LIMITATIONS

1. May not authorize capital expenditure except as laid in writing by the MD.
2. May not dispose of any of the Company’s property or assets without the authority of
the Managing Director.
3. May not enter into or terminate contracts on behalf of the Company without the
approval and consent of the Managing Director.
4. May not introduce any new procedure or major modification which affects other
departments without ensuring the Managing Director has been adequately consulted.
5. May not enter into any financed development contracts except in accordance with the
policy laid down from time to time by the Managing Director.

IMMEDIATE SUBORDINATES

1. All staff of the Estimating, Quantity Surveying and Buying Departments.

FUNCTIONAL CONTACTS

Finance, Administration and Human Resources heads or their nominated

representative/s
Technical Department
Projects

ANNEXURE

The following are to be submitted to the Directors:

1. Fortnightly
a) Cash flow status report
b) Valuation and certificates and payments status.
2. Monthly
 a) Brief Commercial Management Reports. (Market, Construction sector, tenders
& negotiations).
b) General overview of the market.
c) Tenders done and to be submitted (Excel spreadsheet attached).
d) Negotiations in progress.
3. Annually
a) Budget for Overhead Expenditure, Turnover Profit and Loss.