Service-Parts Network Separation Architecture Director — Heavy Equipment

The mandate

The divested division owns customer and dealer obligations but still relies on parent warehouses, pooled inventory, common part supersession, combined purchasing and shared customs registrations. The transition agreement lists services without showing allocation decisions during shortage or who carries slow-moving and repairable stock. A legal close can therefore occur while field assets remain dependent on informal parent-company judgement.

The engagement deliverable is a Service-Parts Network Separation Architecture covering catalogue ownership, inventory attribution, shared-stock allocation, demand history, supersession, repair loops, purchasing, customs, warehouse services, dealer ordering, warranty interfaces, stranded stock and TSA exit. It must preserve equipment uptime while preventing the buyer from inheriting indefinite service or economically irrational safety inventory.

Milestone one at week four accepts dependency and inventory maps; week nine closes legal-entity and catalogue decisions. Target flows are approved at week fourteen, TSA controls and exit tests at week nineteen, and eight node plans at week twenty-two. Three rehearsals conclude by week twenty-five; final architecture, stranded-stock decisions and implementation backlog are accepted at week twenty-six.

Acceptance requires both companies to allocate ten unfamiliar shortages, process a superseded part and complete a repairable-core return using agreed rights and data. The Separation Executive signs after teams execute a failed buyer-warehouse interface, invoke the fallback without lost dealer priority and prove every temporary parent decision has an owner, charge and exit date.

The client will provide transaction agreements, catalogue and supersession data, inventory by ownership and condition, demand history, warehouse flows, purchase contracts, customs requirements, dealer promises, warranty interfaces, system maps and named owners. Exclusions include legal drafting, tax advice, physical stock transfer, technology build, warehouse operation, supplier negotiation, warranty decisions and post-close separation command.

Why this is external work

Parent and buyer teams are negotiating value while depending on the same scarce parts and operational knowledge, making internal design politically charged. A neutral aftermarket specialist can expose decision dependencies and test TSA exits without deciding transaction economics, operating either network or favouring one party’s inventory position.

What you will own

• Trace catalogue, demand, purchase, stock, supersession, repairable, warranty and dealer-order dependencies across legal entities.
• Attribute inventory by owner, condition, location, obligation, usability and credible post-separation demand.
• Define shortage allocation, critical-part escalation, repair-loop and stranded-stock decisions during transition and after exit.
• Specify TSA services with measurable inputs, service levels, decision rights, charges, fallback and termination evidence.
• Sequence node separation around customs registrations, supplier novation, data readiness and dealer continuity.
• Rehearse catalogue conflict, shared-stock shortage, warehouse-interface failure, repairable return and emergency-order scenarios.
• Deliver dependency maps, target flows, TSA controls, exit tests, stock decisions and implementation backlog.

Candidate qualifications

• Designed service-parts separations for heavy equipment, automotive, aviation or other installed asset portfolios.
• Unpicked pooled inventory, shared catalogues, supersession and repairable loops across changing legal ownership.
• Converted complex transition services into measurable decision rights, operational fallbacks, cost attribution and independently executable exit tests.
• Protected critical dealer and asset uptime without embedding indefinite seller support or excessive safety stock.
• Worked across aftermarket operations, customs, warranty, procurement, master data, technology and transaction teams.
• Transferred separation architecture through client-run shortages and a deliberately failed warehouse interface.

Non-negotiables

• Can complete eight network-node residencies and three separation rehearsals within six months.
• Direct aftermarket separation experience is required; legal TSA drafting or inventory analytics alone is insufficient.
• Will disclose equipment makers, dealers, buyers, logistics providers, parts platforms and transaction advisers.
• Will not draft transaction terms, negotiate suppliers, run warehouses, decide warranty, build systems or transfer stock.

1. 49 words maximum. Describe a separation where shared part supersession created an unexpected operational dependency.
2. 49 words maximum. How did you define a shortage decision that remained workable after TSA exit?
3. 49 words maximum. Which failed warehouse interface would you use for final acceptance?