Harvest-Season Dealer-Parts Availability Recovery Leader — Agricultural Equipment

The mandate

Regional reports show strong parts availability, yet machine-down requests fail because dealer stock includes superseded, reserved, damaged or physically missing items. Dealers hold scarce components for local customers, central teams launch parallel emergency orders and core returns are not linked to replacement supply. During the last soybean peak, three identical parts crossed the continent while the nearest usable unit remained invisible behind an unconfirmed dealer count.

The interim must start within three weeks for thirteen months, assuming aftermarket supply authority through physical reconciliation, two different harvest peaks and redesign of dealer participation. The first forty-five days will establish usable-stock and machine-down truth for the most consequential equipment families. Permanent recruitment begins in month eight; the successor shadows one peak and leads six unannounced regional failures before handover.

Transfer requires installed-base criticality, parts supersession, usable condition, dealer ownership, customer reservation, emergency priority, transfer acceptance, import route, field delivery, failed-part return, remanufactured core and commercial settlement. Completion is proven when the successor restores an unseen harvester outage amid dealer refusal, flight cancellation and supersession ambiguity while protecting fair allocation, technical approval and full core custody without interim intervention.

The leader may reserve approved parts, require dealer physical confirmation, redirect authorised inventory, stop duplicate emergency orders, assign premium freight, suspend unreliable stock feeds, change replenishment frequency and release R$510 million of recovery spend. Engineering substitution, warranty decision, dealer termination, customer compensation, pricing, supplier award, customs position and inventory provision above delegation remain with technical and executive owners.

Equipment sales, product engineering, dealer franchise design, manufacturing schedule, service technician dispatch, credit policy, long-term depot property and enterprise-system replacement are outside scope. The interim must not authorise an unapproved part, misrepresent dealer ownership, remove stock promised to a higher-priority failure without transparent decision, conceal missing cores or use premium freight to mask recurrent planning and physical-count defects.

Why this seat is open

The aftermarket director was removed after harvest review showed that reported fill rate counted stock unavailable to the requesting customer and excluded cancelled duplicate orders. A temporary leader must restore usable availability and dealer trust across two peaks while a permanent regional executive is selected beyond the disputed reporting chain.

What you will own

• Rebuild availability by part, supersession, equipment family, physical condition, legal owner, dealer location, customer reservation, import status and verified access.
• Segment machine-down priority using safety, harvest window, equipment consequence, approved alternative, repair option and time to usable delivery.
• Establish dealer transfer rules covering confirmation, release, price, transport, receipt, replacement replenishment and customer communication without coercive taking.
• Command emergency fulfilment through nearest usable inventory, central depot, donor machine, supplier expedite or approved repair while stopping duplicate orders.
• Join replacement dispatch to failed-part collection, core identity, return condition, remanufacturing receipt, credit and unresolved variance.
• Exercise six events involving dealer refusal, false count, supersession conflict, import hold, carrier cancellation and simultaneous harvest customers.
• Transfer authority after the successor leads a regional peak and independently resolves a compound dealer, transport and core-custody failure.

Candidate qualifications

• Held executive aftermarket supply responsibility for agricultural, construction or similarly uptime-critical heavy equipment across a dealer network.
• Managed machine-down parts, supersession, regional inventory, premium freight, field delivery and repairable-core return through seasonal peaks.
• Distinguished system stock from physically usable, technically approved, unreserved and commercially accessible dealer inventory.
• Balanced dealer autonomy and customer urgency through transparent transfer, replenishment and priority rules across national boundaries.
• Worked with engineering, field service, suppliers, import teams, carriers and dealers without approving technical substitutions or warranty outcomes.
• Handed regional parts recovery to permanent leadership through live harvest and deliberately compounded inventory and transport failures.

Non-negotiables

• Can reside in São Paulo, visit fourteen dealer locations and support round-the-clock harvest escalation for thirteen months.
• Direct heavy-equipment dealer-parts command is required; central inventory planning experience alone is insufficient.
• Will disclose manufacturers, dealers, suppliers, carriers, repairers, customs brokers, farms and insurers.
• Will not approve substitutions, seize dealer stock, decide warranties, conceal cores or use emergency freight as routine planning cover.

1. 49 words maximum. Describe when reported dealer availability failed after ownership and physical condition were tested.
2. 49 words maximum. How would you allocate one scarce part among simultaneous harvest-critical machine failures?
3. 49 words maximum. State your São Paulo availability and largest dealer-parts network commanded.