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 unit’s 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

Work arrangement
No