Operation Head

• 10 Years
• VISL-Bhiwandi
• Full-Time
• INR 1 - 2 (Annual)

Operations Head — PAN India Operations

Position Title Operations Head — PAN India Operations Department Supply Chain Reports To President — Supply Chain Location Mumbai (Corporate Office), with extensive PAN India travel (Preferred), Open to Pan India Team Managed Regional Operations Heads

Role Purpose

The Operations Head will own end-to-end responsibility for PAN India Operations at Vashi. The role is accountable for driving digital adoption, order fulfilment performance, process turnaround time, service quality, and cost-efficient productivity — while leading the operations team through the transition with strong morale and effective change management.

Key Responsibility Areas (KRAs)

KRAWhat Success Looks Like

Digital Adoption Increase % of SO booked through AI and DigiServe platforms; reduce manual booking dependency Order Fulfilment (OTIF) Improve Order OTIF from the current 69.07% baseline, without adding manpower Turnaround Time (TAT) Reduce median TAT from Case Creation to Approve SO below the current 7.05-hour baseline Quality & Customer Experience Reduce customer complaint rate from the current 0.96% baseline through root-cause resolution PAN India Network Management Consistent operating discipline and performance across all distribution centres Productivity & Cost Deliver improvements through process redesign and automation rather than headcount addition People & Change Management High team morale and engagement through the leadership transition; effective cascade of change

Core Responsibilities

• Own the PAN India operations for service metrics — OTIF, TAT, complaints, and digital order share — across all distribution centres
• Drive adoption of the AI booking assistant and DigiServe platform to reduce manual sales order booking and improve accuracy and speed
• Redesign the Case Creation-to-SO-Approval workflow to cut median TAT, identifying and removing bottlenecks across regions
• Build a structured root-cause and corrective-action process for customer complaints, working closely with sales operations and warehouse teams
• Improve Order OTIF through better coordination with demand-supply planning, inventory positioning, and dispatch discipline — without adding headcount
• Standardise processes and performance governance (reviews, dashboards, escalation matrices) across all distribution centres
• Partner with HR on manpower planning, capability building, and succession within the operations team
• Partner with Technology on SAP HANA, Salesforce Marketing Cloud, and DigiServe enhancements that remove manual effort
• Lead the change management and communication cascade for the new operating model, keeping regional teams engaged and motivated
• Report performance against all KRAs to the President — Supply Chain and leadership team on a monthly cadence