Operation Manager

AA Alive; Shah Alam; On-site; MYR 120,000 - 180,000; Full time

Job summary

Jora Malaysia is seeking an experienced operations professional to own and improve our end-to-end logistics metrics. You will run live dashboards, develop a driver performance ranking, and extend the same discipline to pickers and packers, while ensuring warehouse accuracy across Selangor and Sarawak.

Trusted with SLA/KPI management, you will lead capability improvements, collaborate with after-sales, and drive data-informed decisions on operations and fleet performance.

Qualifications

• 4+ years in operations/logistics, including at least 2 years running a team or a shift.
• Genuinely comfortable with data, can build pivots, read dashboards, and spot misleading numbers.
• You have been held to real SLAs and KPIs and can discuss what you moved and the impact.
• Able to tell a driver or packer exactly where numbers sit and drive improvement.
• Equally at home on the warehouse floor and in a management meeting on the same day.
• English and Bahasa Malaysia; valid driving licence.

Responsibilities

• Run daily and weekly operations reviews off live dashboards rather than static spreadsheets.
• Build and publish a driver performance ranking and review it with the fleet on a fixed cadence.
• Do the same for pickers and packers, focusing on accuracy and throughput per shift.
• Own warehouse accuracy: run cycle counts, investigate discrepancies, fix root causes, keep stock honest across Selangor and Sarawak.
• Lead capability improvement as a standing programme: identify constraints, implement changes, measure movement, keep or kill the change.
• Collaborate with after-sales to address recurring failures and drive upstream fixes.

Skills

Data analysis

Dashboarding

Leadership

KPI management

Communication

Job description

Jora Malaysia will close on 16th September 2026. Thank you for being with us, we are cheering you on as you continue your career journey.

We move medical and rehabilitation equipment, hospital beds, wheelchairs and pet products across Malaysia — B2B to clinics and dealers, B2C direct to homes, and through Shopee, Lazada and TikTok. Orders arrive from field reps, WhatsApp, marketplaces and the phone. They leave our Selangor warehouse on our own lorry fleet, on CityLink, on Brightstar into Sabah and Sarawak, and by DHL.

Most companies run all of that on gut feel and group chats. We don't. The plumbing is already built: a warehouse system, a driver app that tracks every delivery and installation, a live link into our accounting books, and a data warehouse behind the lot.

What we don't have is one person who owns what all of it is telling us. That is this job. Not building the software — reading it, deciding what "good" means, and making the floor and the fleet hit it.

Responsibility

Why this role exists

The five numbers you own

Service level

Did the customer get what they ordered, complete, by the date we promised?

• on-time-in-full
• promise-date accuracy
• backorder ageing
• short-ship rate by SKU

Speed of delivery

Order to doorstep, broken down by where the hours actually go.

• Dispatch-to-delivery hours by route, carrier and state
• first-attempt success
• failed and rescheduled attempts
• East Malaysia transit

Speed of processing

Order received to picked, packed, invoiced and labelled — measuring the queues between each step, not just the total.

• Order-to-pick
• pick-to-pack
• pack-to-label
• same-day cut-off adherence
• throughput per packer per shift

Accuracy

Every error traced back to a person, a process or a SKU — then closed at source.

• Pick and pack accuracy
• stock accuracy vs. cycle count
• invoice-to-delivery match
• mis-ship and wrong-item rate
• damage in transit

After-sales

What happens after the delivery, and how much of it should never have happened.

• Cases per thousand deliveries
• time to resolution
• credit note and resend rates
• first-time-fix on service and installation
• repeat-cause analysis

What you'll actually do

• Run daily and weekly operations reviews off live dashboards — not a spreadsheet somebody rebuilds every Monday morning.

• Build and publish a driver performance ranking: deliveries completed, on-time rate, failed and rescheduled attempts, proof-of-delivery discipline, damage and complaint rate, route efficiency. Review it with the fleet on a fixed cadence. Make it fair, make it visible, make it matter.

• Do the same for pickers and packers — accuracy and throughput per person, per shift, with the coaching conversation that goes with it.

• Own warehouse accuracy: run the cycle count programme, investigate every discrepancy, fix the cause, and keep physical stock and book stock honest across Selangor and the Sarawak branch.

• Run capability improvement as a standing programme, not a one-off project: find the constraint, run the change, measure whether the number actually moved, then keep it or kill it. SOPs, training, layout, staffing, tooling.

• Sit with after-sales on recurring failures and close them upstream — the SKU that always arrives damaged, the route that always misses, the address format that always fails.

• Be the demanding customer for our operations tooling. If a dashboard doesn't answer your question, you specify the one that does and work with the tech team until it exists.

What we're looking for

Must have

• 4+ years in operations, warehousing, logistics, fulfilment or supply chain — including at least 2 years running a team or a shift.

• Genuinely comfortable with data. You build your own pivot, read a dashboard critically, and notice when a number is lying to you.

• You have been held to real SLAs and KPIs, and can talk through one you personally moved — what it was, what you changed, where it landed.

• You can tell a driver or a packer exactly where their numbers sit and have them leave the conversation wanting to do better.

• Equally at home on the warehouse floor and in a management meeting on the same day.

• English and Bahasa Malaysia. Valid driving licence.

What good looks like

First 90 days

You can state today's service level, delivery speed, processing speed, accuracy and after-sales rate — each with a number and a source — and everyone in operations agrees that it is the number.

Six months

Driver and packer rankings are live and reviewed on a fixed cadence. Warehouse accuracy has a measured baseline and a cycle count programme running against it. The top three recurring after-sales causes are identified and actively being worked.

Twelve months

Every one of the five numbers has moved in the right direction — and you can show which specific change moved which number.