Rohit Mane
1. Role & Reporting
Role Title: Vendor Manager – Cashkr
Department: Operations / Vendor Management
Reports To (Primary):
Operations Manager / Head of Operations
Works Closely With:
Vendor SLA & Quality Associate (for SLA breaches, behaviour, fines, holds)
Area & Serviceability Manager (for vendor-area mapping, new area vendors, holds/closures)
Helpdesk & CX Team (for vendor-related complaints, reschedules, customer feedback)
In-House Pickup Associates & External Vendors (day-to-day guidance & motivation)
Data Analyst (for vendor performance dashboards & reports)
Pricing & Buyback Manager (for feasibility of deals & margin vs payout tension)
CRM / Lifecycle / Marketing (for communication to vendors when needed – training, updates, incentives)
2. Role Purpose
Manage and grow the vendor ecosystem so that:
Vendors meet SLA, maintain good behaviour and give a smooth experience to customers
Completion %, quality and reliability improve over time
Vendors feel supported, guided and motivated to close more orders and grow with Cashkr.
In simple words: The Vendor Manager makes sure vendors are performing well, treated fairly, and continuously improving.
3. Key Result Areas (KRAs)
KRA 1 – Vendor Performance & Completion Rate
Ensure vendors achieve strong order completion rates, low unnecessary failures, and healthy order volumes without compromising experience.
KRA 2 – Vendor Relationship, Support & Growth
Act as the primary relationship owner for vendors: regular communication, support, coaching, and motivation to help them earn more and perform better.
KRA 3 – SLA & Quality Partnership (with SLA Associate)
Work with the SLA Associate to review vendor issues, understand root causes, and ensure fair, data-backed actions (warnings, training, holds, closures).
KRA 4 – Vendor Onboarding, Activation & Retention (Performance Side)
Support onboarding of new vendors from a performance perspective, help them ramp up, and reduce vendor churn by solving problems early.
KRA 5 – Reporting & Feedback Loop to Operations
Provide clear reports and insights on vendor performance, challenges and opportunities, and share feedback from vendors to improve systems & processes.
4. KPIs (Mapped to KRAs)
No. 1 – Vendor Completion Rate
Description:
Average completion rate of orders assigned to vendors (vs orders they accept/unlock).
Formula:
Vendor Completion Rate % =
Orders completed with successful payout ÷ Orders assigned to vendors × 100
Target:
Define minimum acceptable completion % (e.g., ≥ X% overall and by vendor tier/city) and improve over time.
Data Source:
Admin Panel / DB, vendor performance dashboards.
Review Frequency:
Weekly / Monthly.
Linked KRAs:
KRA 1, KRA 3.
No. 2 – Vendor Failure / Cancellation Rate (Vendor-Side)
Description:
How often orders fail/cancel due to vendor-side reasons (no-show, improper failure, wrong disposition, misbehaviour, etc.).
Formula:
Vendor-Side Failure Rate % =
Vendor-side failed/cancelled orders ÷ Total orders assigned to vendors × 100
Target:
Reduce vendor-side failures month-on-month, working with SLA and Ops.
Data Source:
Failure reasons in Admin Panel, SLA logs.
Review Frequency:
Monthly.
Linked KRAs:
KRA 1, KRA 3.
No. 3 – Average Orders per Active Vendor
Description:
Measures if vendors are getting and handling enough volume.
Formula:
Average Orders per Active Vendor =
Total orders completed by vendors ÷ Number of active vendors (those who did at least 1 order in the period)
Target:
Grow healthy vendors’ order volume over time (without hurting SLA or cancellation).
Data Source:
Admin Panel / DB, vendor dashboard.
Review Frequency:
Monthly.
Linked KRAs:
KRA 1, KRA 2, KRA 4.
No. 4 – Active Vendor Count & Churn
Description:
Health of the vendor base.
Metrics:
Number of active vendors (did at least X orders per month)
Number of new vendors activated per month (started doing orders, not just registered)
Number of vendors who stopped taking orders or were deactivated (churn)
Target:
Increase active and performing vendors in key cities; reduce avoidable churn.
Data Source:
Vendor list, performance data, status logs.
Review Frequency:
Monthly.
Linked KRAs:
KRA 2, KRA 4.
No. 5 – Vendor Satisfaction / Relationship Health
Description:
How vendors feel about working with Cashkr (support, clarity, fairness).
Metrics:
Simple vendor satisfaction score (e.g., 1–5 rating via periodic survey or calls)
Qualitative feedback themes (repeated complaints/praises)
Target:
Maintain high satisfaction (≥ 4/5 average) while keeping standards strict.
Data Source:
Vendor calls, surveys, feedback forms.
Review Frequency:
Quarterly.
Linked KRAs:
KRA 2, KRA 5.
No. 6 – Action on Poor-Performing Vendors (Timeliness & Fairness)
Description:
How effectively poor-performing vendors are identified and acted on.
Metrics:
Number of vendors flagged as “problematic” per month (based on data)
% of flagged vendors where some action was taken (call, warning, training, hold, closure)
Average time from flagging → first action
Target:
Zero “ignored” chronic problems; quick response to patterns.
Data Source:
SLA reports, vendor performance dashboard, action logs.
Review Frequency:
Monthly.
Linked KRAs:
KRA 3, KRA 5.
No. 7 – Training & Communication Coverage
Description:
Ensures vendors are kept in the loop about policies, changes, and best practices.
Metrics:
Number of training/coaching sessions (group or 1:1) conducted per month
% of active vendors who attended at least one training/communication session in last X months
Target:
All active vendors should get updated regularly; high attendance for key sessions.
Data Source:
Training attendance logs, communication records.
Review Frequency:
Monthly / Quarterly.
Linked KRAs:
KRA 2, KRA 5.
5. Core Processes / SOPs Owned
The Vendor Manager is owner / co-owner for these SOPs:
Vendor Performance Review & Touchpoint SOP
Frequency of vendor reviews (weekly quick view, monthly deep dive).
How to segment vendors:
Top performers
Average performers
Risk vendors (bad SLA, high failures, low completion).
Routine contact:
Regular calls or check-ins with key vendors
How to structure conversations (performance, issues, opportunities).
Vendor Relationship & Support SOP
How vendors can reach the Vendor Manager (WhatsApp, call, ticket, etc.).
Rules for:
Handling vendor complaints (payout confusion, pricing, order fairness).
Listening, clarifying and then looping in relevant teams (SLA, Pricing, Ops).
Keeping the balance between supporting vendors and protecting customer & company interests.
Performance Improvement & Growth Plan SOP
When a vendor performance plan is triggered:
Low completion, high vendor-side failures, repeated complaints, etc.
Steps:
Discuss data with vendor
Identify issues (training, area, communication, understanding of process)
Set short-term targets and review date
How growth and better performance can unlock:
More areas, more orders, better trust.
Vendor Actions & Coordination with SLA / Area Manager SOP
How Vendor Manager works with:
SLA Associate for quality and behaviour issues
Area & Serviceability for holds, closure, and area reassignment
Data required before recommending:
Warning, hold, deactivation, or promotion to more areas.
Ensuring decisions are evidence-based, not emotional or random.
Vendor Onboarding Performance Side SOP
(Not handling documentation side deeply, but focusing on ramp-up)
Steps after a vendor is technically onboarded:
First orientation call on expectations (SLA, behaviour, process).
First few orders closely monitored.
Share best practices, sample good behaviour, and what to avoid.
How to identify early if the vendor is a good fit or risky.
Vendor Communication & Broadcasts SOP
How to communicate:
Policy changes
Price structure changes relevant to vendors
Seasonal load, special campaigns, or expectations (e.g., festive period).
Channels:
WhatsApp broadcast, email, in-app notifications, calls.
Avoid spam:
Only relevant, concise communication; log major communications.
Feedback to Product / Ops / Pricing SOP
How vendor feedback is collected:
System issues, pricing mismatches, app problems, process confusion.
How it is summarised and shared:
With Product/Tech for app/admin fixes
With Pricing & Buyback for practical rate changes
With Ops for SOP adjustments.
6. Weekly & Monthly Reporting
Weekly – “Vendor Performance & Health Snapshot”
To:
Operations Manager
Head of Operations
Vendor SLA & Quality Associate
Area & Serviceability Manager
Data Analyst (for validation & dashboards)
Format:
Short summary (Slack / Email / Doc) + link to vendor performance dashboard.
Includes:
Core Metrics:
Overall vendor completion % and vendor-side failure %
Orders per active vendor by key cities.
Vendors to Watch:
Top good vendors (shout-outs).
High-risk or declining vendors (short reason).
Actions Taken This Week:
Calls, warnings, training sessions, holds/closures.
Vendor Feedback:
Any strong repeated feedback from vendors that needs Ops/Product/Pricing attention.
Next Week Focus:
Vendors/areas to work closely with.
Planned training or communication.
Monthly – “Vendor Management Section in Monthly Review”
To:
CEO, Head of Operations, Operations Manager, Vendor SLA & Quality, Area & Serviceability, Data Analyst, sometimes Marketing/Pricing.
Format:
Slides / Doc with charts.
Includes:
Vendor Base Overview:
Active vendors by city, device type coverage.
New vendors activated, vendors churned.
Performance Summary:
Completion rates, vendor-side failures, trend vs previous month.
Orders per active vendor, distribution (top vs bottom).
Actions & Outcomes:
Warnings, holds, deactivations.
Before vs after impact for some vendors/areas.
Relationship & Feedback:
Summary of vendor satisfaction and recurring concerns.
Recommendations & Next Month Plan:
Cities/vendors to strengthen or reduce dependence on.
Training topics.
Process or product improvements needed to help vendors perform better.
If you want, next we can do Area & Serviceability Manager in this same format so that:
Vendor Manager (people & performance),
SLA Associate (quality & fairness), and
Area & Serviceability (coverage & pincode/device mapping)