White BeeHoon Restaurant Pte Ltd – Operations Executive

2.1 Procurement, Orders & Vendor Coordination China order placement — small/singular quantity

Executes directly, only when instructed by SOM on item and quantity. No independent purchasing discretion.

China order requirements — bulk/complex

Gathers requirements from outlet operations teams and hands off to the existing procurement function for placement and shipment coordination, using the established intake process. Does not place the order.

Unpacking and sorting on arrival

Executes directly for all shipments regardless of who placed the order.

Purchase requisition forms

Prepares and submits to vendor for processing and approval.

Vendor invoice vetting

Checks accuracy against orders, services rendered, and agreed pricing before routing for payment approval.

Vendor repair & maintenance coordination

Arranges and follows up directly with vendors on outlet issues.

Transfer forms / capex disposal forms

Prepares documentation; requires SOM sign-off before submission.

2.2 Licensing & Regulatory Compliance Tracking SFA licence, liquor licence, and other operational licences

Tracks all expiry dates on a rolling basis. Prepares renewal/submission documentation 90 days ahead of expiry. Routes to SOM, then to COO, for approval before submission. Does not submit independently.

Escalation on non-response

If COO approval is not received by day 60 of the 90-day tracking window (i.e. 30 days before expiry), automatically escalates to the SOM as backup approver, with notification to the COO.

2.3 Equipment & Service Contract Tracking Kitchen equipment, exhaust, pest control, dishwashing service contracts

Monitors renewal dates and contract terms across all outlets; flags upcoming renewals and lapses to SOM. Tracking and reporting only — no authority to commit spend or authorise maintenance works. SOM decides whether and when maintenance is executed.

2.4 Landlord Liaison (Operational) Operational landlord paperwork

Coordinates permits-to-work, fit-out approvals, and routine landlord notices for outlet-level matters. Excludes lease terms, rent negotiation, and any commercial/expansion-related landlord relationship management, which remain with the Business Development function.

2.5 Outlet Operations Support Permit-to-work submission

Prepares required information and submits ahead of outlet maintenance work.

Corporate order support

Coordinates requirements, timelines, and follow-up for outlet-level corporate client orders.

Month-end inventory variance follow-up

Reviews outlet inventory counts and follows up on routine discrepancies with outlet teams. Escalates material or unusual variances to SOM.

2.6 Stewarding, Timesheets & HR-Related Administration Stewarding timesheets (WR and Souper Tang)

Prepares monthly timesheets for review and submission.

Timesheet vetting

Checks attendance, hours worked, and outlet confirmation before submission.

EL Connect month-end statements

Reviews for completeness and accuracy before submission.

EL Connect usage monitoring

Flags gaps, irregularities, or required follow-up with outlets or users.

2.7 Reporting & Data Support Ad hoc data analysis

Supports operational reviews and issue investigation as directed.

LQS tracker monitoring

Reviews weekly, follows up on outstanding items, and highlights trends to SOM.

SPT and WR bill of materials updates

Updates monthly to keep records accurate and current.

2.8 Systems & Training Support Infotech / TMS training

Delivers training to outlet users and managers as needed.

POS issue coordination with AmFuture

Coordinates troubleshooting, communication, and follow-up to closure.

2.9 Claims & Documentation Outlet petty cash claims

Submits with complete supporting documentation.

Ad hoc documentation (ESG, EEG, and similar compliance/operational requests)

Handles requests from OM, EC, and COO. All such requests are routed through the SOM for prioritisation against existing workload. The COO may consult the Operations Executive directly; the SOM is to be looped in at the same time so prioritisation stays visible.

3. Explicitly Out of Scope

The following remain with the Senior Operations Manager and are not delegated to this role, to preserve judgment-based and stakeholder-facing work at the appropriate level:

• Weekly outlet schedule / manpower planning review — retained entirely by SOM.
• Customer and complaint handling in full — investigation, customer replies, and clarification reports all remain with SOM.
• Biweekly EIA slide preparation for CEO review — retained by SOM.
• HIL request approval to HR — removed from this role's process entirely.
• Placement of bulk/complex China orders — handled by the existing procurement function.
• Any spend authorisation, licence submission, or maintenance execution decision — this role prepares and tracks only; approval authority sits with SOM and, where specified, the COO.

4. Escalation & Approval Protocols 4.1 Licence Renewal Approval

• Day 0 (90 days to expiry): Operations Executive opens tracking and prepares renewal documentation.
• Documentation routed to SOM for review, then to COO for approval to submit.
• Day 60 (30 days to expiry) without COO approval: auto-escalates to SOM as backup approver; COO notified.
• No licence is submitted without SOM or COO sign-off recorded.

4.2 Service Contract & Maintenance

Operations Executive flags contract status and upcoming renewals to SOM; SOM authorises whether maintenance is executed and by whom.

4.3 Ad Hoc Requests from OM / EC / COO

• All requests logged and routed through SOM for prioritisation against existing workload.
• Direct COO requests still trigger a same-time notification to SOM — direct access does not bypass prioritisation.

5. KPI Scorecard

Performance is assessed against three weighted pillars, scored Met / Not Met per KPI, consistent with the Group's existing KPI architecture (SOM, Cluster Manager, Outlet Head Chef).

Pillar 1: Compliance & Risk Tracking — 35% Licence & permit renewals tracked with zero lapses

No licence, SFA permit, or liquor licence allowed to expire without an active renewal in process.

90-day tracking initiated on time, every cycle

Renewal documentation opened and routed at the 90-day mark, with no missed cycles across the review period.

Service contract renewal dates flagged ≥ 14 days ahead

All equipment/pest/dishwashing contract renewals flagged to SOM with adequate lead time, each review period.

Pillar 2: Operational Admin Execution — 40% Timesheet & EL Connect submissions accurate and on time

All monthly submissions vetted and filed to deadline, with error rate within agreed tolerance.

Requisition and invoice vetting turnaround

Requisitions and invoices vetted within the agreed SLA, with pricing/quantity discrepancies caught before submission.

Petty cash claims processed with complete documentation

No claims returned by finance for missing or incomplete supporting documents.

BOM updates completed monthly, on schedule

SPT and WR bill of materials updated every month with no backlog.

Pillar 3: Coordination & Responsiveness — 25% Vendor repair/maintenance coordination closed within SLA

Outlet-reported vendor issues coordinated to resolution within the agreed turnaround time.

Small/singular China orders executed accurately

Orders placed exactly per SOM instruction, no quantity or item errors.

Bulk order requirements handed to procurement complete and on time

Requirements packages passed to the procurement function contain all information needed, with no rework requests.

SOM satisfaction with prioritisation and responsiveness

Rated by SOM at each review cycle; reflects whether ad hoc and routine requests were handled within agreed turnaround.

Overall scoring: each KPI scored Met / Not Met per review cycle. Pillar score = proportion of KPIs Met within that pillar. Overall score = weighted average across the three pillars (35/40/25). Scoring authority sits with the SOM, with the COO as final reviewer, consistent with Group practice.

6. Candidate Profile

• Prior administrative or operations support experience in F&B or a comparable multi-outlet service business.
• Working familiarity with Singapore regulatory basics relevant to F&B operations (SFA licensing, MOM documentation) — prior hands-on submission experience an advantage but not required, as this role prepares and tracks rather than approves.
• Proficient in Microsoft Teams, Excel, and comfortable learning outlet POS/TMS systems.
• High attention to detail and comfortable working to defined SLAs and escalation protocols rather than independent judgment calls.
• Able to coordinate across multiple outlets and vendors without direct authority — strong follow-through and communication skills are essential.