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Job Description
Eaton announced, on January 26, 2026, the intent to separate its Mobility Group (including both the Vehicle and eMobility segments) into an independent, publicly traded company. We expect to complete the separation by the end of the first quarter of 2027. As a standalone company, the Mobility business will be more focused and agile, creating exciting opportunities for employees to grow, innovate, and help shape the future of mobility. The separation reflects strong confidence in the Mobility team and positions the new company as an employer of choice in the automotive and commercial vehicle industry.
- This position has overall responsible and accountable for end?to?end automotive sourcing and supply chain leadership, covering Direct Sourcing (Production/BOM), Indirect Sourcing, and Aftermarket / Service Parts Sourcing.
- The role drives strategic sourcing, supplier excellence, localization, , supporting new product launches, series production, and long?term aftermarket commitments, while aligning supply chain performance with business growth, customer expectations, and regulatory requirements of the automotive industry
- Demonstrates high level of ethics and integrity, be accountable for legal compliances, Sourcing standards, compliant negotiations, etc
- Automotive Supply Chain Strategy - Develop sourcing strategies aligned to Vehicle platforms and modular architecture, Localization and import substitution targets
- Cost reduction and productivity roadmaps-Lead make buy decisions, long term supplier partnerships, and footprint optimization.
- Establish sourcing governance aligned with IATF, ESG, and automotive compliance standards.
- Direct Sourcing Automotive Production Materials
- Lead sourcing of automotive-grade materials, including Metal and plastic components, Powertrain, chassis, body, electrical and electronic systems, EV components (battery parts, motors, power electronics if applicable)
- Own supplier nomination, RFQ, price negotiations, and long-term agreements.
- Drive VA/VE, should costing, localization, and year-on-year productivity improvements.
- Partner with Engineering, Program Management, Quality, and Manufacturing during:
- New Product Introduction (NPI) APQP, PPAP, SOP, and ramp up phases
- Ensure suppliers meet automotive quality, safety, and traceability standards.
- Manage procurement of indirect automotive spend, including:
- MRO, tooling, dies, jigs, fixtures
- Capital equipment and automation
- Logistics, packaging, warehousing
- IT systems, facilities, utilities, and professional services
- Implement category management and preferred supplier models.
- Control indirect spend through policy enforcement, contract management, and demand discipline.
- Support plant expansions, new lines, and technology upgrades.
- Aftermarket / Service Parts Sourcing (Automotive)
- Lead sourcing for automotive aftermarket and service parts, supporting dealer and service networks.
- Ensure long term availability of parts (often 1015 years post SOP).
- Balance cost, availability, inventory levels, and service fill rates.
- Develop suppliers capable of low volume, high mix and legacy part manufacturing.
- Collaborate with Sales, Service, and Planning to support-Vehicle parc growth, Warranty and recall requirements, Aftermarket profitability and customer satisfaction
- Supplier Quality, Development & Compliance -Lead supplier performance management across QCD, PPM, and audit outcomes.
- Drive supplier readiness for:
- APQP, PPAP, FMEA, Control Plans IATF 16949 and customer specific requirements
- Implement supplier development and risk mitigation programs.
- Ensure compliance with ethical sourcing, ESG, conflict minerals, and regulatory requirements.
- Risk Management & Supply Resilience
- Identify and mitigate automotive supply chain risks, including: Single source dependencies, Semiconductor and critical material shortages & Geopolitical and logistics disruptions
- Build dual sourcing, localization, and contingency strategies.
- Lead crisis response for supply interruptions impacting production or customers.
- Leadership and Stakeholder Management
- Build and lead a high performing automotive SCM organization.
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- Develop strong partnerships with: OEM customers, Engineering, Quality, Plant Manufacturing, Finance, and Sales teams
- Represent SCM in program reviews, customer audits, and executive forums.
- Drive capability building and succession planning within the SCM function.
- Bachelors degree in Engineering (Mechanical / Automotive / Electrical preferred)
- MBA / PGDM in Supply Chain or Operations preferred
- Excellent communication skills
- Min 20 years of work experience in a sizable MNC in SCM function
- Prior exposure of procurement of forging and casting components
- Exposure to Should costing and Zero-based costing
- Driving hyper-cost out for the buy components
- Seasoned Negotiator, to help bring savings for the organization
- Exposure for buying high value Capex and machinery
- Knowledge on global tariffs
- Broad technical knowledge in the areas of manufacturing processes, quality assurance, plant engineering, production/materials planning and systems application
- Broad financial knowledge for asset management, budgeting and profit plan obtainment
- Knowledge of behavioral science, including the ability to motivate, counsel, and constructively deal with people at all levels
- Should have experience working with product design teams and developing manufacturing capabilities and processes for the introduction of new products.
- Experiences of cross-business campus management is an asset
Skills
ComplianceRisk MitigationCompliancesRegulatoryRegulatory RequirementsRisk ManagementIf an employer asks you to pay any kind of fee, please notify us immediately. Jobaaj does not charge any fee from the applicants and we do not allow other companies also to do so.
About Company
In 1911, Joseph O. Eaton, brother-in-law Henning O. Taube and Viggo V. Torbensen, incorporated the Torbensen Gear and Axle Co. in Bloomfield, New Jersey. With financial backing from Torbensen's mother, the company was set to manufacture Torbensen's patented internal-gear truck axle. In 1914, the company moved to Cleveland, Ohio, to be closer to its core business, the automotive industry.
The Torbensen Axle Company incorporated in Ohio in 1916, succeeding the New Jersey corporation. A year later, Republic Motor Truck Company, Torbensen's largest customer bought out the company. But Eaton and Torbensen were not content and bowed out of Republic to form the Eaton Axle Company in 1919. A year later, in 1920, Eaton Axle Company merged with Standard Parts. Standard Parts went in receivership later the same year and was later liquidated. In 1923, Eaton bought the Torbensen Axle Co. back from Republic and changed the name to the Eaton Axle and Spring Company.
Eaton officers believed the quickest way to grow the business was through acquisitions and began buying companies in the automotive industry. By 1932, the diversified company changed its name to Eaton Manufacturing Company. In 1937, Eaton became international by opening a manufacturing plant in Canada. In 1958 Eaton Corporation acquired Fuller Manufacturing. The company name changed once again in 1965 to Eaton Yale & Towne Inc. after the acquisition of Yale & Towne Manufacturing Co. in 1963. Stockholders approved the change to the company's current name in 1971. In 1978, Eaton Corporation acquired Samuel Moore & Company, Kenway Systems, and Cutler-Hammer.
Important dates & deadlines?
Application Deadline
14 Jul 26, 05:23 PM IST
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Head - Supply Chain , Mobility India
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