Inventory Transformation Leader

Inventory Transformation Lead

Availability × Inventory Investment × Speed-to-Shelf

Lenskart is Asias largest eyewear company, scaling across India and international markets. Inventory is one of the most important levers for our next phase of growth, and were looking for an Inventory Transformation Lead to own it at an enterprise level — balancing availability, working capital, assortment and speed across stores, online, manufacturing and sourcing.

This isnt a traditional supply chain or planning role. Youll bring together Merchandising, Sourcing, Replenishment, Manufacturing, Technology and Finance to set the inventory envelope, drive integrated planning, and shorten the journey from product idea to customer availability. Technology is an enabler here — the goal is to change business outcomes.

What Youll Own

• Inventory Productivity — reduce Days on Hand and grow inventory turns; cut ageing, obsolescence and markdowns through category-level guardrails.

• Inventory Envelope & Open-to-Buy — set budgets by category and channel, establish OTB and safety-stock guardrails with Merchandising and Finance, and arbitrate trade-offs between assortment, availability and margin.

• Speed-to-Shelf — cut idea-to-shelf and procure-to-availability lead times across India manufacturing, the China JV and third-party sourcing.

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• Working Capital — partner with Finance to release cash from excess inventory and evaluate every decision on both P&L and cash impact.

• Integrated Business Planning — lead the monthly IBP / inventory review, giving leadership one fact-based view of demand, supply and capacity.

Who Were Looking For

A business-oriented inventory / planning leader – who is outcome-driven, commercially sharp, and comfortable saying no when the economics dont work.

• 10–15 years of experience in inventory, merchandise or supply planning, including senior/leadership stints owning enterprise-level outcomes.

• Significant experience in inventory, merchandise or supply planning, IBP, or inventory transformation, with clear ownership of outcomes like DOH, turns, working capital or fill rate.

• Comfortable with high SKU complexity, multiple channels and assortment lifecycle — from fast fashion, omnichannel retail, quick commerce, consumer electronics or strong-IBP FMCG backgrounds.

• Strong grasp of OTB, budgeting, allocation, replenishment, forecasting and ageing, and a track record of influencing Merchandising, Sourcing, Manufacturing and Finance without owning them.

• Has personally reduced inventory while holding or improving availability, and can point to the specific decisions that drove it.

How Success Will Be Measured

• Inventory turns / DOH
• Availability / fill rate
• Ageing & markdown
• Cash released from inventory
• Forecast accuracy / bias
• Idea-to-shelf lead time

Availability acts as a guardrail — inventory productivity should never come at the expense of customer experience.

What Will Make You Stand Out

• You can state what DOH was when you started, what it became, and the specific decisions that drove the change.

• Youve released working capital through structural change — not one-time inventory clean-ups. • Youve challenged a buying or inventory decision because the economics didnt add up, and made it stick.

Why Lenskart: build a new enterprise capability at significant scale — turning a large omnichannel footprint and centralised supply chain into a planning model thats more responsive, inventory-efficient and cash-efficient.