Cwayita Nyeli has over 13 years of experience in project management, procurement, and supply chain management. She has a proven track record of implementing strategic initiatives to meet organizational objectives efficiently. Her skills include business intelligence, problem solving, quality management, and change management. She currently holds the position of Procurement Manager at Transnet Rail Engineering in Bloemfontein, where she is responsible for procurement operations, contract management, and strategic sourcing initiatives.

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CWAYITA NYELI
PERSONAL INFORMATION
Contact information : 52 Greenside Estate
Langenhoven Park
Bloemfontein
Email : Cwayita.Nyeli@transnet.net
Cell : 078 697 1999
KEY SKILLS
Implementing solutions and support organizational strategic intent through project
management in order to meet organization’s objectives and obligations in the most
effective & efficient way specializing in problem solving techniques and business
intelligence in the Supply Chain Management space.
Can be described as:
 Organized and goal driven with 13 years’ experience in project management
environment; strong customer focus and leadership in different platforms.
 Analytical problem thinker, who is able to anticipate issues and create new
systems that streamline operations, resolve concerns and improve efficiency.
 Able to see the bigger picture, delegate effectively and motivate team members
to achieve on-time project completion; proper implementation and buy-in from the
customer.
Management Project Management, Contract Management, Team
Management, Quality Management System, Supplier
Relationship Management, Systems Mangaement, Change
Management
Communication Presentation, Mentoring and training, Customer Service,
Emotional and Spiritual Intelligence
Analytical Business Intelligence, Problem solving, Continuous
Improvement.
PC Skills MS Office, Visio, SAP (ECC, SRM, BW, CLM)

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EMPLOYMENT HISTORY
1. Procurement Manager: Bloemfontein & National Rolling Stock
Equipment (RSE)
(May. 2011– To date) Transnet Rail Engineering: Bloemfontein
Procurement Operations:
 Drive implementation of the sourcing strategy to achieve and exceed service
levels agreed with operations for the procurement of goods and services.
 Implement and where necessary, identify additional procurement best
practises for maintenance and production operations.
 Compile Budgets
 Identify potential bottlenecks in service delivery and liaise with operations in
the formulating plans to manage potential and actual crisis
 Conduct training and awareness sessions in all applicable internal and
external policies, regulations and laws that impact on Supply Management
and monitor and report on breaches and submit and implement recovery
plans
Contract Management:
 Monitor attainment of savings targets and supplier performance for tactical
and specific strategic commodities;
 Manage the tender process for tactical contracts and drive Cost of Ownership
concept on specific strategic commodities;
 Agree supplier negotiation metrics with contract managers and negotiate with
successful tenderers in finalising all contract terms and conditions
 Monitor supplier performance against defined performance metrics,
consolidate and summarize the data by suppliers, identify changes in supplier
performance, and input into strategies to address unfavorable deviation in
conjunction with Contract Managers
Accountable for strategic implementation of specific strategic commodities:
 Development of potential cost saving initiatives that will reduce the total cost
of ownership (TCO) of that commodity;
 Evaluation and prioritisation of cost saving initiatives and development of the
action plans for execution;
 Accountability and participation in the execution of the plan;
 Contribute thought leadership and insights for continuous improvement of
strategic commodities in order to derive value for money and improve in
Supplier Relationships.

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Manage development and need for contracts:
 Analyze markets to segment strategic commodities and potential markets and
give guidance as to how TE can trade with regards to Procurement.
 Consolidate requests for creation of contracts, nationally in conjunction with
Supply Chain Experts.
 Manage the contract development function and champion the standardisation
of contract development according to Transnet policies and strategy;
 Ensure that appropriate effort is put into developing contracts that fit in with
line priorities;
2. Strategy & National Continuous Improvement Manager
(Nov. 2011– Apr. 2014) Transnet Rail Engineering: Pretoria
 To implement solutions and support Supply Management (SM) Strategic
intent to meet its objectives and obligations in the most effective & efficient
way.
 Develop Business cases for required Capital Investment for the business.
 Co-lead Projects with ICT (Information and Communication Technology)
Department for System’s related projects of up to R20 million.
 Create a long-term and medium term plan for creation of national contracts for
specific national businesses ensuring that resources are sufficient and
competent to support Division’s requirements
 To coordinate the alignment of performance measurement (KPI’s) for the SM
Business from Executive Level to administration level through mission
directive work team
 To implement Supplier Performance Management through coordinating
Vendor Performance criteria and classification in order for SM Business to be
able to evaluate and rate suppliers based on overall performance.
 To coordinate Supplier Relationship Management for the Top 80% spend
suppliers, and deriving value for money.
 To lead negotiation teams for price negotiations on high value contracts in
order to derive annual procurement savings for the organization.
 To maintain the accuracy of TRE Vendor Master and ensuring that all
required standards and regulations are met.
 To focus on business performance in order to constantly strive to eliminate
waste, improve customer satisfaction by interpreting data through use of
Lean Six Sigma tools and other continuous improvement methodologies.
 To institute standardization of processes in the Supply Management Value
chain, engage with second and third party auditor to address findings and
mitigate risks associated. Appointed as a Risk Champion for the SM
Department.
 To ensure that Quality Management System is embedded and sustained
across Supply Management through Multi Listing ISO 9001-2008
Certification.
 To act as a co-driver of change within the business, supporting
management/cross functional decisions by communicating the enterprise-
wide changes to employees and helping them to learn, understand, adjust
and grow with the business’s Lean Six Sigma culture.
 Budgeting and Monitoring for the SM Business.

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3. Compliance Specialist
(Aug. 2010 – Oct. 2011) Transnet Rail Engineering: Pretoria
 Implementing the strategic operations agenda within the national business and
ensure that it is positioned to support the customers and organizational
imperatives.
 To identify process inefficiencies by analyzing processes through data, develop
optimized solutions through lean principles.
 Coordinate with Supply Management functional heads to ensure that established
processes comply with applicable Transnet Procurement Procedure Manual
 Analyze and investigate process internal & external audits; resolve and mitigate
findings across Supply Management.
 Enhancement of controls and re-engineering of processes through STEP
(Strategic & Tactical Enhancement Program); and support group STEP Team.
 To develop strategies to address adherence to relevant legislation, management
of risks identified and ensuring that controls with Supply Management functional
areas operate effectively.
 Optimizing supply management process to continuously improve in order to
adhere with the legislatives and controls based on Transnet’s Policy
 Ensure that Quality Management System is embedded and ISO 9001-2008
standards are met across Supply management.
 Change Agent, Lean Practitioner and Black Belt Six Sigma candidate for Supply
Management team nationally
4. National Lean Leader
(Apr. 2009 – Aug. 2010) Transnet Rail Engineering: Durban
 Implementing the strategic operations agenda within the national business and
ensure that it is positioned to support the customers and organizational
imperatives.
 Identify and develop business cases of for capital investment projects for the
financial year to submit for approval.
 Project lead Capital Investment projects for the business for up R50 million
nationally.
 Implement efficient processes and improved production that is cost effective with
optimized resources
 Ensure the focus on products to improve the availability and reliability of the
fleet(s)
 Ensure communication and engagement of all support services to be aligned to
the national business operational requirements
 Use a standardized approach and ensure a common understanding of Operational
imperatives, processes and policies
 Promote safety and risk management for all resources
 Coordinate and monitor the financial objectives and implications aligned to the
Lean Manufacturing Process and Transnet Standards.
 Delivering results through application of Lean Six Sigma methodologies

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5. Regional Industrial Engineer
(Aug. 2007 – Mar. 2009) Transnet Rail Engineering: Durban
 Guide and coach the business through the Transformation in Lean Manufacturing
processes
 Identify and develop business cases of for capital investment projects for the
financial year to submit for approval.
 Project lead Capital Investment projects for the business for up R10 million in the
Eastern Region.
 Develop and deliver lean processes, tools and techniques at a regional level.
 Coordinate, guide and drive the overall transformation projects through a
combined approach consisting of management driven work stream.
 To establish the appropriate infrastructure and environment to support value
streams and lean workplace operations
 Manage the budget for core team activities and resource budget for the total
change team
 Second in charge a business Manager in the Durban RFR Plant
6. Principal Engineer
(Oct. 2006 – July 2007) Toyota SA Exhaust Plant: Durban
 Facilitating, leading and coordinating projects
 Cost Planning and maintenance of KPI’s by projects.
 Development of Logistics Global Systems to achieve higher levels of performance
and productivity.
 Planning, improving and facilitating change in junction with operating areas to
ensure stable parts flow of both local & imported parts.
 Designing Facilities layout and negotiating space with internal and external
stakeholders
 Calculation of stock holding and negotiations with suppliers to adhere to
requirements.
 Manpower Planning and standardization
 Ensuring good work conditions on the shop floor.
 Design simulation models using simulation software and process modelling.
 Conducting feasibility and capability studies as part of product and process
analysis.
 Maintenance and verification of materials on supply chain systems.

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7. Logistics Specialist
(Apr. 2003 – July 2005) Toyota SA Manufacturing: Durban
 Plan, facilitate and resource in junction with operating areas the logistical
requirements to ensure stable parts flow of both local & imported parts from the
warehouse to the production lines.
 Form part of the project team for new model introduction representing the
Logistics Daprtment.
 Set standard times to calculate manpower requirements in the warehouses and
conveyance of parts to production lines
 Using Arena Programs, simulate manpower requirements for conveyance of
parts to line side.
 Design specialised trolley requirements for different parts.
 Establish material flow from receiving docks through to production lines
 Negotiate that parts delivered in TSAM are in fixed small lot sizes with the aid of
the Kanban System to satisfy ergonomics factors.
 Creating, designing and maintaining management information systems to be
used.
 Material Control and verification on SAP.
8. Workstudy Analyst
(Jan. 2003 – Mar. 2003) General Motors: Port Elizabeth
 Method & Time studies to determine plant-manning levels of production.
 Continuous improvement of production processes to eliminate waste.
 Feasibility, Capability studies for various Production Schedule Scenarios.
 General Administration
EDUCATION
1. Management Programme UCT Current
2. Certificate of Supply Chain Profession APICS Current
3. Advanced Project Management UNISA-SBL 2009
4. BTECH: Industrial Engineering DUT 2008

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Other Training courses
2011 Six Sigma Black Belt (Basic)
2010 Lean Manufacturing
2010 Change Management
2009 Navigator Management Program
2009 Managing by Project (NQF Level 5)
2006 Toyota Production System
2006 Toyota Way
2005 Managing Employee Effectiveness
2004 Operational Leadership
2005 Gaining Personal Power
ASSOCIATIONS
2012 SAIIE – AMSAIIE Member no. 8070
2013 APICS – Registration stage
ACHIEVEMENTS
2011 Award for best Supply Chain optimization project in Rail Africa Awards.
2012 Best Lean Six Sigma Project of the year for support services.

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REFERENCES
Anban Govender
PCLD department Manager
Toyota South Africa Motors
Telephone: + 27 31 910 8642
Cell : + 27 82 907 8907
agovender@toyota.co.za
Siyanda Mba
Executive Manager: Organization Development and Performance
Transnet Freight Rail
Telephone: +2711 570 7253
Cell : +27 83 331 4443
Siyanda.Mba@transnet.net
Victor Khosa
Senior Manager: Steel Commodity
Transnet Engineering
Telephone: +27 12 391 1442
Cell : +27 83 294 3181
Victor.Khosa@transnet.net