Hub or branch supervisor: how to train and review the role
Runs a hub, branch or depot shift: assigns loaders, drivers and riders, checks loads and documents, handles exceptions and customer calls, and keeps records. Reports to the area or operations manager.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsWho usually fills this role
Usually promoted from drivers, loaders or clerks, or graduates with a few years in logistics. Select on judgement and fairness. At selection, present a case: late trucks, short staff and an angry customer. Check how they prioritise, delegate and communicate.
Skills ladder
Stage 1
New joiner
- Opens the hub with a checklist and allocates staff
- Checks vehicles, loads and documents
- Reports exceptions to the manager
Stage 2
Independent
- Keeps the hub on time and in order
- Handles shortages, damage and customer escalations
- Maintains attendance, cash and stock records
Stage 3
Senior or lead
- Plans shifts and capacity for peaks
- Coaches staff and handles discipline fairly
- Reduces mis-sorts, delays and claims
Training path
First weeks
- 1
Hub safety and rules
The area manager explains safety, security, fire and cash rules. The new supervisor does a walk with the manager to point out risks.
- 2
Daily routine
The outgoing supervisor shows opening, handover and closing. The new supervisor runs a shift with the old one beside.
- 3
People basics
HR explains attendance, shift roster and warnings. The supervisor practises with cases.
First year
- 1
Exception handling
The manager reviews common exceptions and how to decide. The supervisor handles real ones with support.
- 2
Records and cash
The accounts staff show the registers, cash and manifest checks. The supervisor does a full closing under watch.
- 3
Coaching staff
The supervisor gives short feedback to loaders and drivers. The manager observes and suggests changes.
Towards senior
- 1
Capacity planning
The supervisor plans shifts for peak days and festival loads. The manager reviews the plan and results.
- 2
Fair discipline
HR guides hearing and recording. The supervisor handles a supervised case and confirms legal matters with your adviser.
- 3
Process improvement
The supervisor leads a small fix for a recurring delay. The manager reviews results after a short trial.
Performance review
Weekly one-to-one with the area manager, a monthly review of hub results and complaints, and a written half-yearly review with feedback from staff and drivers.
What to measure
| Measure | How it is seen |
|---|---|
| On-time dispatch | Dispatch logs |
| Accuracy of sorting and loading | Mis-sort and shortage reports |
| Claims and damage | Claim records |
| Attendance and shift cover | Muster and roster |
| Safety and security | Incident and audit notes |
| Team development | Training and cross-skill record |
Evidence to bring
- Dispatch and delay log
- Claim records
- Attendance and roster
- Cash and manifest checks
- Safety notes
Questions to ask in the review
- What caused your biggest delay?
- Which staff member needs help?
- How do you handle exceptions at night?
- What claims came up and why?
- What do drivers and loaders say about you?
- Where is the hub congested?
- What do you need from the area manager?
- What should change in the process?
Pitfalls
- Promoting the best loader without any people training
- Giving a target without authority to staff the shift
- Ignoring night shifts in reviews
- Not checking handover notes
Questions about this role
Use a trial period, a case exercise and feedback from the team. Check fairness and calm under pressure.
Check rosters and overtime records, talk to the team, and coach on planning. Confirm overtime rules with your adviser.
Make reporting safe, praise early reporting and review the records. Separate honest error from concealment.