Lead IBP Extrusions

Job Purpose

The S&OP Lead owns and runs the full S&OP cycle for the Extrusion Business Unit encompassing demand supply finance and executive reviews. The role balances demand supply and profitability objectives while ensuring operational feasibility and timely execution. The role pivots on being accountable for finalizing the Strategic Plans for the Extrusions business feeding into capex use cases through unmet demand from the market annual planning & budgeting volumetric finalization sales plan finalization at an annual / quarterly and monthly levels as well as billet movement in the extrusions value chain and the production plan finalization for all extrusion units. Critical to the role is the convening of the S&OP executive forum wherein collaboration across units through the manufacturing head and the stream leads through the business head needs to be aligned for a consensus plan.

It resolves customer allocation conflicts bottlenecks and trade-offs in real time and approves fulfilment strategies planned inventory targets and exceptions to plan deviations. The S&OP Lead monitors and optimises press utilisation at the BU level ensuring alignment with corporate strategy and directives from the Enterprise S&OP Head. Additionally the role delivers BU-level dashboards tracking P&L performance fill rates utilisation and key inventory metrics to drive continuous improvement and informed decision-making.

The role is to operate across the complex business comprising of:

• Demand: Extrusions 92 KT/Annum and across 9 Streams 66.5K SKUs 2K Customers Pan Geographic operations.
• Supply: 4 extrusion plants 2 die-shops 3 cast-houses; multiple warehouses value addition units that together deliver Extrusions (7.6 KT/month). # of presses 15 extrusion lines 2025

Network wide Working Capital 15 days of Finished Goods and 45 days of WIP on a base of Extrusions sales

Key Result Areas/Accountabilities:

Key Result Areas/Accountabilities

Supporting Actions

Strategic Planning

• Support and anchor capex use cases from unmet demand as well as demand / supply / capacity mismatches in the existing mfg units
• Create and arrive at a consensus on annual and strategic marketing and sales plans with clear focus on customer segmentation and product segmentation
• Manage product portfolio mapping across the manufacturing resources for maximizing CP in the business
• Annual planning and budgeting (P&B) volumetrics with CP outlook for all FG items
• Working capital inventory reduction and alignment of the same with the budgeted figures in the business

End-to-End S&OP Ownership

• Create and institutionalise the integrated S&OP process for the Extrusion Business Unit by leading the complete S&OP cycle integrating demand supply and financial perspectives into a single consensus-driven plan aligned with the units business objectives
• Run core S&OP reviews by facilitating monthly Demand Supply Finance and Executive S&OP Reviews ensuring actionable insights risk visibility and leadership alignment
• Balance demand supply and profitability by continuously optimize trade-offs among customer commitments production constraints and cost objectives to deliver both service excellence and margin improvement
• Manage higher service levels and production readiness for planned and unplanned demand with varying service levels based on customer segmentation and priorities in business.
• Design the Order Promiser adjacency for Extrusions business to take the current phase aiming at production readiness and indirect OTIF improvement to a direct OTIF and real time order promise capability for EBITDA maximization through capable to promise / available to promise and profitable to promise driven business processes.

Operational Execution and Decision Leadership

• Resolve trade-offs and exceptions by acting as the final decision authority within the BU for allocation conflicts plan deviations and fulfilment strategy approvals ensuring decisions are data-backed and aligned to enterprise priorities
• Optimize capacity utilization by press and caster efficiency by aligning production campaigns and schedules to demand priorities minimizing changeovers and improving campaign adherence
• Monitor and govern plan adherence by ensuring that production logistics and procurement teams operate within the approved S&OP framework; track deviations and initiate corrective actions proactively
• Billet movement across plants and rationalize the make vs buy decisions for billets on tactical and operational horizons of month to quarter

Process Excellence and Digital Enablement

• Leverage Blue Yonder S&OP Platform and utilize advanced scenario modeling forecast simulation and exception dashboards to evaluate supply constraints and financial implications in real time
• Champion process discipline and standardize planning cadence input quality and master data accuracy to strengthen forecast reliability and supply chain synchronization
• Continuously Improve planning efficiency and identify opportunities to automate manual interventions enhance forecast-supply linkage and reduce S&OP decision cycle time

Stakeholder Management

• Engage stakeholders across the value chain and work closely with sales marketing manufacturing and logistics teams to ensure cohesive execution of the S&OP plan across all stages of production and delivery
• Bridge commercial and operational priorities and serve as the primary interface between the business unit and the central S&OP function ensuring BU-level plans align with overall corporate strategy.
• Influence strategic choices and advise BU leadership on campaign planning inventory targets and product-mix shifts to enhance competitiveness and responsiveness to market demand