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Rohan VayelkarChief Operating Officer
Portrait of Rohan Vayelkar

Chief Operating Officer · India

RohanVayelkar

Space is only capacity when the warehouse can do the promised work.

I started as a warehouse records assistant in August 1993 at the fictional Nivarth Freight Services.

Open to
  • Board appointments
  • Speaking invitations
Read the profileBegin a conversation

Space is only capacity when the warehouse can do the promised work.

I lead contract-warehousing operations with an interest in the work concealed by a simple volume or space measure. The same number of order lines can ask for a different kind of handling, and returned goods can occupy a building without being available for sale. I want the customer undertaking, the operating resource and the account of responsibility to describe the same circumstances. My fictional career begins with warehouse records and develops through depot leadership into a domestic logistics remit.

Tervashan Logistics operates eighteen leased warehouses across India, handling ambient consumer goods and industrial components. The company’s 1.9 million square feet of leased space is distinct from the capacity available for a particular customer’s work. I lead 1560 colleagues through seven direct reports, with ₹286 crore delegated 2026–27 operating expense. Customer stock remains customer-owned, and capital, financing and lease commitments require their separate approvals. Those boundaries matter when assessing what I have actually led.

The examples here concern a changing order profile, the disposition of returns, a staged contract mobilisation, a slotting mistake and the usable capacity behind a nominal pallet-position count. They retain the colleague who disagreed, the resource given up and the expense of the response. The aim is an account another operator could question, rather than a sequence of favourable warehouse statistics. All people, businesses and outcomes in this demonstration are invented.

The line count stayed level while the work changed

In 2024 a customer programme remained at 240000 monthly order lines, but full-case work fell from 66% to 38% of those lines as unit-pick work rose from 34% to 62%. I supported ₹1.8 crore in additional support and change mobilisation over six months while the operating and commercial teams addressed the changed requirement. I did not call unchanged volume an unchanged job.

Returned stock required three different instructions

A 2017 cohort of 18000 returned units included 11200 authorised for sale, 4100 awaiting inspection and 2700 with an approved write-off decision. I kept those states separate and supported ₹42 lakh in segregation and inspection expense. Receiving the units into our warehouse did not transfer their ownership or give us unrestricted authority to choose their disposition.

My shorter picking route displaced work into replenishment

In 2011 I supported grouping eighty fast-moving items within a 720-SKU operation near dispatch. The proposal underweighted interference at eighteen replenishment locations. Correcting it cost ₹26 lakh. I retained the mistake because the attractive travel comparison had failed to describe the complete working pattern, not because every effort to shorten a picking journey is misguided.

Current focus

I am examining the assumptions that travel from a contract proposal into the site’s daily plan. I want changes in order mix, stock condition and customer instruction to become discussable before the operating team is asked to absorb them invisibly. The account should also distinguish a specialist’s assessment of usable space from the commercial allocation made around it.

Conversations I welcome

I would consider a logistics operating mandate or a first-board discussion where experience of contracted services and customer-owned goods is relevant. Any role would need a clear authority, preparation, conflict assessment and time agreement. This fictional profile is an example of a leadership narrative, with no actual service offer, customer relationship or professional enquiry channel.

18

Leased warehouse sites

Company estate at October 2026; 1.9 million square feet, not universal available capacity

1560

Operating colleagues in my remit

Seven direct reports within a 2100-person company

₹286 Cr

Delegated operating expense

2026–27; separate capital, financing and lease approvals

I want to know what has to happen inside the building before I call its space available. Storage, picking, replenishment and returns can compete for the same floor while appearing in different reports. My operating account should make that competition understandable to the customer and the people doing the work. An attractive capacity number is useful only when its conditions remain attached.

Rohan Vayelkar

Chief Operating Officer

Areas of stewardship

Where accountability has been mine.

  1. IWork mix behind warehouse volume
  2. IICustody and disposition of customer stock
  3. IIIContract mobilisation that reaches operating readiness
  4. IVUsable capacity across storage and handling

Selected work

Decisions, and what they changed.

I

The same monthly line count asked the warehouse to do a different job

A customer programme in 2024 remained at 240000 order lines per month in the comparison we examined.

The full account

II

Receiving the returns did not authorise their next commercial use

In 2017 a customer’s returns programme brought 18000 units into the warehouse cohort under review.

The full account

III

We mobilised four sites before the remaining two could support the contract

A six-site contract mobilisation in 2022 had been planned around a common start date.

The full account

In the words of others

Trusted by those who appoint.

Rohan kept our returns instructions separate from the warehouse’s receipt record. The discussion became more useful when it showed which units we had authorised and which still needed a decision from us.
Devakshi RanvadeFictional customer supply-chain director; counterpart on the 2017 returns review
I challenged the earlier slotting proposal because replenishment had not been represented adequately. Rohan acknowledged his part in the decision and kept the correction expense in the account.
Mihir KelvandreFictional regional warehouse manager; colleague on the 2011 layout correction

The journal

Perspective, set down with care.

An invitation

Contact

I would consider a logistics operating mandate or a first-board discussion where experience of contracted services and customer-owned goods is relevant. Any role would need a clear authority, preparation, conflict assessment and time agreement. This fictional profile is an example of a leadership narrative, with no actual service offer, customer relationship or professional enquiry channel.

Open to
  • Board appointments
  • Speaking invitations
Write to Rohan

office@rohanvayelkar.example