1. What is the average salary of a Spares Coordinator III?
The average annual salary of Spares Coordinator III is $92,706.
In case you are finding an easy salary calculator,
the average hourly pay of Spares Coordinator III is $45;
the average weekly pay of Spares Coordinator III is $1,783;
the average monthly pay of Spares Coordinator III is $7,725.
2. Where can a Spares Coordinator III earn the most?
A Spares Coordinator III's earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, a Spares Coordinator III earns the most in San Jose, CA, where the annual salary of a Spares Coordinator III is $116,346.
3. What is the highest pay for Spares Coordinator III?
The highest pay for Spares Coordinator III is $111,575.
4. What is the lowest pay for Spares Coordinator III?
The lowest pay for Spares Coordinator III is $76,101.
5. What are the responsibilities of Spares Coordinator III?
Spares Coordinator III coordinates the delivery of spare parts and equipment, and schedules customer repairs. Negotiates delivery cost for the organization and the end cost to customer. Being a Spares Coordinator III ensures compliance with contractual obligations. Typically requires a bachelor's degree in area of specialty. Additionally, Spares Coordinator III typically reports to a supervisor or manager. To be a Spares Coordinator III typically requires 4 to 7 years of related experience. Contributes to moderately complex aspects of a project. Work is generally independent and collaborative in nature.
6. What are the skills of Spares Coordinator III
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
2.)
Procurement: Procurement is the process of finding and agreeing to terms, and acquiring goods, services, or works from an external source, often via a tendering or competitive bidding process. Procurement is used to ensure the buyer receives goods, services, or works at the best possible price when aspects such as quality, quantity, time, and location are compared. Corporations and public bodies often define processes intended to promote fair and open competition for their business while minimizing risks such as exposure to fraud and collusion. Almost all purchasing decisions include factors such as delivery and handling, marginal benefit, and price fluctuations. Procurement generally involves making buying decisions under conditions of scarcity. If sound data is available, it is good practice to make use of economic analysis methods such as cost-benefit analysis or cost-utility analysis.
3.)
Cross-Selling: Cross-selling is the action or practice of selling an additional product or service to an existing customer. In practice, businesses define cross-selling in many different ways. Elements that might influence the definition might include the size of the business, the industry sector it operates within and the financial motivations of those required to define the term. The objective of cross-selling can be either to increase the income derived from the client or to protect the relationship with the client or clients. The approach to the process of cross-selling can be varied. Unlike the acquiring of new business, cross-selling involves an element of risk that existing relationships with the client could be disrupted. For that reason, it is important to ensure that the additional product or service being sold to the client or clients enhances the value the client or clients get from the organization.