EVP – Operations Transformation — Commercial-Vehicle Platform

The mandate

A commercial-vehicle platform is preparing for a new vehicle platform that will increase common-component exposure. The EVP who led recent operational initiatives is preparing for a planned succession before structural redesign begins.

The EVP – Operations Transformation will lead work affecting approximately 1,950 employees and material partners and an operating perimeter near ₹5,850 crore. Scope spans production system, supplier readiness, industrial engineering, planning, logistics, launch operations, quality interfaces and transformation governance. Procurement owns commercial sourcing; engineering owns technical approval; plant heads own daily safety and output. The EVP changes the system connecting them.

The role must replace reaction with differentiated resilience. Dual sourcing is not always feasible; inventory can protect a bottleneck or conceal unstable process; plant flexibility may cost less than supplier duplication. The executive will quantify interruption consequence, lead time, detectability, recovery and technical substitutability, then select the right combination.

Operating change cannot sacrifice product quality. Deviations and alternative parts need controlled evidence, traceability and closure. Expedite reduction should not be achieved by delaying problem disclosure or moving risk into dealer and customer fleets.

Workforce change must follow the operating design. Planners, supplier-development engineers and plant teams have built local workarounds that sometimes contain real risk and sometimes duplicate effort. The EVP will observe the work before standardising it, define which decisions move and consult affected employees before role or shift changes. New resilience practices need measurable proficiency, not a cascade of procedures. Supervisors must have the authority and time to stop a line or reject an alternate part when evidence is incomplete, even during a launch recovery.

The transformation will also address master data and planning parameters. Incorrect lead times, yields or lot sizes can manufacture apparent shortages and excess inventory. Data corrections require owners, effective dates and reconciliation to supplier and plant reality before system forecasts are trusted.

Commercial-vehicle body builders and final-stage partners will enter the operating map where their timing or modification affects completion, quality and customer delivery. Transformation cannot end at the factory gate when an unfinished vehicle remains outside the customer’s productive fleet.

Why this seat is open

The incumbent will retire after a four-to-six-month handover and remains accountable throughout the planned replacement process. No hidden supplier failure or performance intervention drives the succession. The board wants continuity of recovery knowledge while allowing the successor to challenge the current transformation thesis.

What you will own

• Map product and production dependency through lower supplier tiers and shared processes.
• Segment critical parts by interruption consequence, lead time, quality and substitution feasibility.
• Design resilience through sourcing, capacity, tooling, inventory, plant flexibility and recovery.
• Establish launch readiness with primary evidence from suppliers and manufacturing processes.
• Reduce expedites and deviations while preserving controlled technical and quality acceptance.
• Align planning, logistics, engineering, procurement and plant decisions around one operating truth.
• Build scenario-based capacity and recovery exercises for the new platform.
• Develop transformation and supplier-operations successors across the network.

The first 12 months

During the first 75 days, the EVP will identify the 25 highest-consequence dependencies, reconcile true inventory and capacity and validate launch assumptions. Immediate exposures will have containment, and the executive committee will see which promised volumes lack recoverable supply.

By month eight, the highest-priority components should have funded resilience decisions, supplier evidence should enter launch gates and two plants should demonstrate flexible recovery in a realistic exercise. Chronic deviations and premium freight will have named root-cause paths.

At year-end, lost production from supplier causes should fall by 35%, premium freight by 25% and chronic deviation ageing by 40%. Critical component recovery plans should pass testing or carry explicit acceptance, while launch readiness remains within approved cost and no material field-quality deterioration follows alternative supply.

What the board will measure

• Lower-tier dependency visible before disruption and platform launch.
• Resilience investments selected by consequence and economics, not blanket duplication.
• Production continuity achieved with traceable quality and technical control.
• Premium response cost and chronic deviation genuinely removed.
• Successors across operations transformation and supplier readiness.

The person

You are an automotive operations, manufacturing or supplier-resilience executive who has changed production systems after repeated supply shocks. You can work across procurement, engineering and plants without blurring their authority. Experience in commercial vehicles, components or another configured capital product is relevant.

You bring 18–22 years of experience and have transformed scope above ₹3,350 crore involving 1,350 employees or more. The committee will examine an inventory decision you reversed, a lower-tier dependency you uncovered and an alternate supply path you rejected on quality evidence.

The position is onsite in Gurugram with extensive plant and supplier travel.

Compensation and terms

For this operations remit, fixed compensation is ₹2.2–3.0 crore, accompanied by a performance variable. Measures include continuity, premium-cost removal, launch readiness, quality and successor depth. Inventory growth alone is not resilience. Final terms reflect current mix and transformation scope, with the planned succession accommodating notice.

Confidentiality

The platform, plants, parts and suppliers are confidential. Qualified candidates receive details after mutual interest and an undertaking. Gurugram and the rounded operating scope should not be used to identify the manufacturer.