Aftermarket Specialist — Parts & Service

Quoting & Order Processing Quote, price, source, order ■ Quoting • Prepare accurate spare parts quotes using the standard quoting workbook, covering DIOSNA, VMI, Peerless, Baker Perkins, Schick Esteve and K-Tron equipment. • Apply margin discipline on every quote, and escalate rather than discount below the agreed floor. • Identify the correct part from drawings, serial numbers and equipment history, and confirm fit before quoting. ■ Pricing service work • Price and quote service work — set the rate for each job on the standing contractor purchase order plus margin basis, and approve any departure from it. • Quote the follow-up work the Logistics & Service Coordinator brings back from site — wear found, repairs recommended, parts replaced on the day — while the job is still fresh. • Price, sell and renew service agreements, and quote the retrofits and upgrades that service findings expose. • Hand each sold job to the Logistics & Service Coordinator to schedule, kit, attend and close out, and stay the commercial contact behind it. • Review service job margin after close-out — what was quoted, what the contractor actually cost, and what the job returned — and adjust the rate where the pattern says to. ■ Supplier orders & data • Place and track supplier purchase orders, managing lead times and confirming delivery dates. • Notify customers of delays before they chase — proactively, not on request. • Maintain supplier and customer records, pricing and parts data accurately in the system. 02 Quote Follow-Up & Conversion Chase, record, convert • Follow up every quote above the agreed threshold within five business days, and again before it lapses. • Record the outcome of every quote — won, lost or lapsed — with the reason. • Report conversion rate and open pipeline monthly, with commentary on what is moving and what is stuck. • Feed loss reasons back into pricing, stock holdings and the service offer. • 03 On-Selling, Cross-Selling & Account Growth Widen the basket, brand by brand ■ On-selling within the job • Recommend related, wear and consumable parts on every enquiry rather than quoting only the line requested. • Build and sell recommended spares holdings and parts kits for major installed equipment. • Build service agreement coverage across the allocated accounts, and use service findings to open retrofit and upgrade conversations. ■ Cross-selling across the customer’s operation • Treat every parts contact as an opening, not a transaction. A customer buying DIOSNA mixer parts is a customer who may also need food-grade lubricants, belts, seals, filters and wear items, service on other equipment, or parts for another Coperion brand on the same site. • Know each allocated account’s buying profile — what they buy, in what volume, how often, and at what point in their maintenance cycle — and use that pattern to anticipate the next order rather than wait for the enquiry. • Map the customer’s installed equipment and consumables — what they run, in which brands, how old it is, and who currently supplies the parts, lubricants and consumables — so the gap between what they buy from us and what they could is visible. • Make contact ahead of an expected reorder with the specific item, rather than after the customer raises it. • Actively introduce Coperion lubricants, consumables and ancillary product lines into accounts already buying parts, and follow through to a trial or first order rather than leaving it as a mention. • Identify where a customer runs equipment from another Coperion brand — VMI, Peerless, Baker Perkins, Schick Esteve, K-Tron — and open the parts and service conversation for it. • Review each allocated account every six months: what grew, what did not, what the account should be worth, and what the next move is. • Pass genuine capital equipment leads to the Managing Director with the context behind them. • Act as the named Coperion contact for allocated accounts, acknowledging all enquiries within one business day. 04 Inventory Reporting & Audit Report, forecast, evidence • Report to the Managing Director every two weeks — inventory position, sales order intake and revenue — covering the fortnight just closed and the position year to date. • Inventory reporting: stock on hand by value, movements, adjustments, variances investigated and stock turns. • Sales order intake: orders received by value and by brand, split between parts, service and retrofit work, with the open order book. • Revenue: invoiced revenue and margin for the period, against prior year and against target — parts and service reported separately as well as together. • Produce the month-end inventory valuation and supporting reconciliation for finance. • Review the Logistics & Service Coordinator’s recommendations on stock range, reorder points, minimum and maximum levels, safety stock and obsolescence, and approve what the business holds. • Maintain a rolling six-month supply order forecast — anticipated purchases by supplier and brand, based on consumption history, installed base, service agreement commitments and known project work. • Ensure costing is applied consistently, including freight, duty and foreign exchange on imported parts. • Support the external audit — stock listings, reconciliations, valuation support and count evidence provided on request and on time. 05 Records, Correspondence & Workload Retention, filing, triage Customer and supplier correspondence forms the company’s business records. Quotes, orders, acceptances, instructions, variations, service reports and acknowledgements are the evidence of what was agreed, and the company relies on them in commercial disputes, warranty claims, insurance matters and audit. • Retain all business correspondence. Correspondence relating to quotes, orders, acceptances, customer instructions, variations, service jobs, claims and disputes must not be deleted, however routine it appears. Acknowledgements and confirmations are among the most important records the company holds. • File correspondence so it is retrievable by customer, project or order — not archived as an undifferentiated block. • Triage the inbox daily: scan the backlog, identify what needs action, and work by priority — customer impact, order value, commitment date — rather than in the order items arrive. • Maintain a visible list of open items with owners and due dates, reviewed weekly. • Ensure any absence has a documented handover of open items. ■ Working electronically • The electronic record is the record. Customer, order, quote and service records are created, filed and tracked in the shared system. Printed copies are working aids, not the record, and a parallel paper filing system is not maintained. • Transition existing paper records across. Anything currently held only on paper is scanned and filed to the shared system, or disposed of where it is genuinely redundant, by the agreed date. • Track open items and follow-ups in the shared list rather than on printed copies so the position is visible to others without asking, and the function continues through absence. • Print freely for a job pack, a site visit or a customer meeting — the requirement is that nothing exists only on paper. 06 Leadership, Initiative & Ownership Own it, improve it, lead on it This role has no direct reports, but it is expected to lead. Leadership here means owning the function without being chased, forming a view and putting it forward, improving what is handed over rather than only operating it, and being the person the rest of the team relies on for parts and service knowledge. ■ Ownership • Own the parts function end to end. Nobody else chases it, and nothing sits waiting for the Managing Director to notice it. • Bring issues with a recommended course of action and the reasoning behind it, rather than as an open question. Where a decision sits inside the role, take it; escalate where the commercial risk or value genuinely warrants it. • Own customer recovery when something goes wrong on a parts or service job — take the call, fix it, report it, rather than passing it up by default. ■ Initiative and improvement • Improve the systems you are given. Templates and programmes are provided to get the function to standard; keeping them fit for purpose as the business grows is part of the role. • Bring at least one documented process improvement forward each quarter — what is not working, what it costs, what should change — rather than waiting to be asked. • Spot and raise commercial opportunities across the installed base before they arrive as enquiries. ■ Leading without direct reports • Be the technical authority on parts within the business — parts identification, supplier and brand knowledge, what a service job needs — and actively pass it on to the Logistics & Service Coordinator and to contractors. • Lead the parts side of brand onboarding when a brand transitions into the region: build the parts list, pricing and supplier contacts, and brief the rest of the team on what changes. • Present, do not just report. Present the fortnightly pack rather than submit it — interpret the numbers, say what they mean, and propose what to do about them. • Support, back and constructively influence process and system change, including where others resist it. Who we are: Coperion ( www.coperion.com ) is a global industry and technology leader in process technology serving a variety of end markets, including plastics, plastics recycling, food, pet food, pharmaceuticals, cosmetics, chemical, battery, and mineral industries. Every day, our teams of experts create individual, high-quality process technologies and systems optimized for the best end products, highest efficiency, and sustainability. Coperion is a business unit of Hillenbrand. Hillenbrand ( www.hillenbrand.com ) is a global industrial company that provides highly engineered, mission-critical processing equipment and solutions to customers in over 100 countries around the world. Our portfolio is composed of leading industrial brands that serve large, attractive end markets, including durable plastics, food, and recycling. Guided by our Purpose — Shape What Matters For Tomorrow™ — we pursue excellence, collaboration, and innovation to consistently shape solutions that best serve our associates, customers, communities, and other stakeholders. EEO: The policy of Hillenbrand Inc. is to extend opportunities to qualified applicants and employees on an equal basis regardless of an individual's age, race, color, sex, religion, national origin, disability, sexual orientation, gender identity/expression or veteran status. Additionally, Hillenbrand Inc. and our operating companies are committed to being an Equal Employment Opportunity (EEO) Employer and offers opportunities to all job seekers including individuals with disabilities. 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