Head of Planning, Logistics & Warehousing

Job Description Head of Planning, Logistics & Warehousing Downstream Supply Chain - Plan, Move & Deliver | All Categories Sturlite Electric Private Limited | Bengaluru, Karnataka Function Supply Chain Planning, Logistics & Warehousing - Downstream Level General Manaher Location Bengaluru, Karnataka - with travel to warehouses, 3PL hubs, and key markets Network Scope 25 states, 16,000+ channel partners - South, West, East & Central India expansion Team S&OP Manager, Demand Planner (Lighting + New Categories), Warehouse Manager(s), Logistics Coordinator(s) About Sturlite Electric Founded in 2009 by Shri Sanjay Jain and Shri Mukesh Jain, Sturlite Electric is a Bengaluru-based Fast Moving Electrical Goods (FMEG) company with revenue of approximately Rs 700 Cr, growing at ~35% CAGR with an ambition to reach Rs 3,000 Cr+ over the next 35 years. Sturlite's business has been built on the strength of its LED Lighting portfolio - TUV Rheinland certified indoor and outdoor luminaires - distributed through a pan-India network of 16,000+ channel partners across 25 states. Lighting remains the company's largest and most established category, and the supply chain function must serve it with full rigour and reliability. Building on this lighting foundation and its established channel relationships, Sturlite is now expanding into three additional categories: Wires & Cables (branded Sturlite Voltedge) - FR, FRLS, ZHFR, Solar DC, Flexible, and Submersible cables; ISI-marked, manufactured with 99.97% pure electrolytic-grade copper; manufactured at the Sturlite Voltedge plant in Nandasan, Mehsana, Gujarat. Switchgear - MCBs and Distribution Boards, currently sourced and branded. Switches & Accessories (branded Zevolt) - modular switches, sockets, and accessories for the residential and commercial segment; manufactured in Sturlite's own factory; July 2025 launch. The supply chain function must therefore serve a multi-category portfolio at different maturity stages - a scaled, high-volume lighting business alongside three new categories at varying stages of launch and growth. The two roles described in this document are designed to own this complexity end-to-end. Role Overview The Head of Planning, Logistics & Warehousing owns Sturlite's downstream supply chain - from the moment finished goods leave the factory or vendor gate to the moment they reach a distributor or dealer counter. This role serves four categories at different maturity and volume stages, and must prioritise them accordingly. Lighting is the foundation. With 16,000+ channel partners across 25 states, a wide SKU range spanning indoor and outdoor luminaires, and highly seasonal demand patterns, Lighting's demand planning and distribution complexity is already significant. Getting Lighting supply chain right - high OTIF, lean FG inventory, zero stock-outs at key markets - is the non-negotiable baseline from day one. On top of this baseline, the incumbent must simultaneously build the planning and logistics infrastructure for three new categories: Wires & Cables (live and scaling across 8 new states), Switchgear (distributed through the same channel), and Switches/Zevolt (July 2025 launch). Each new category has its own demand profile, stocking norms, and channel requirements - and none can be treated as an afterthought. This is a high-collaboration, data-intensive role requiring both analytical rigour - demand forecasting models, inventory optimisation, network design - and strong commercial instinct about how electrical products move through a dealer-distributor channel. Key Responsibilities 1. Demand Planning - Lighting (Core) + New Categories Own demand forecasting for all four categories - Lighting, W&C, Switchgear, and Switches - with Lighting as the primary workload given its volume and SKU complexity. Build Lighting-specific demand models that account for channel inventory levels, seasonal construction and infrastructure cycles, project order patterns, and geographic demand variation across 25 states. Develop category-specific forecasting approaches for new categories - W&C demand will follow construction and electrician activity patterns; Switches will be more retail-driven. Each needs its own model, not a one-size-fits-all template. Drive SKU-level forecast accuracy across all categories - target < 15% MAPE at the SKU-state level for Lighting by end of Year 1; build toward the same for new categories as history accumulates. Integrate secondary sell-out data, distributor inventory data, and field intelligence from the Sales team into forecasting inputs - Sturlite's 16,000-partner network generates rich demand signals that must be captured and used. 2. S&OP - Monthly Cycle Across All Categories Own and run the monthly S&OP (Sales & Operations Planning) process - the single most important cross-functional process in Sturlite's supply chain. Bring Sales, Marketing, Finance, and the Head of Manufacturing & Procurement to alignment on a single demand plan, production schedule, procurement plan, and inventory target - across all four categories, every month. Run a structured S&OP cadence: weekly demand review (Sales + Planning), fortnightly supply review (Planning + Manufacturing & Procurement), and monthly S&OP consensus meeting with MD. Translate the S&OP output into a dispatch plan for the factory (shared with Head of Manufacturing & Procurement) and a replenishment plan for each warehouse location across all categories. Track S&OP adherence monthly - where actuals diverge from the plan, identify root causes and close gaps within the same cycle. 3. Finished Goods Inventory Management - All Categories Own FG inventory norms across all warehouse locations for all four categories - set safety stock levels, reorder points, and maximum inventory by SKU based on lead time, demand variability, and service level targets. Lighting: given its high volume and wide SKU range, maintain FG inventory days at <= 21 days for fast-moving SKUs while protecting availability of key products at key state warehouses. W&C: manage FG inventory in coordination with the Ahmedabad plant's production schedule - avoid over-stocking copper-intensive products (high working capital cost) while ensuring channel availability as new states activate. Switches/Zevolt: coordinate with the Head of Manufacturing & Procurement on production ramp-up from the Switches factory - build launch inventory plan and set FG norms ahead of the July 2025 go-live; manage replenishment as the category scales. Switchgear: manage first-fill and replenishment inventory sourced from OEM vendors - set reorder points aligned with OEM lead times and distributor demand patterns. Drive SLOB (Slow-Moving and Obsolete) management across all categories - proactive monthly SLOB action plans with Sales to liquidate or redeploy excess stock before it ages and erodes margin. 4. Warehouse Network Design & Operations Design and manage Sturlite's pan-India warehouse network to serve all four categories from a shared infrastructure - primary dispatch warehouse near the Ahmedabad plant (W&C), Bengaluru warehouse (Lighting + South India), and regional hubs for West, East, and Central India. Evaluate warehouse options for each node - own vs. 3PL-managed; capacity relative to category mix; proximity to high-density distributor clusters - and make network design recommendations to leadership. Implement WMS (Warehouse Management System) to enable real-time, multi-category inventory visibility across all warehouse locations - eliminate manual stock records and ensure system-of-record accuracy. Manage warehouse operations: inbound receiving (from plant and vendors), category-wise putaway, pick-pack-ship, monthly stock counts, and outbound accuracy. Conduct monthly stock audits at all warehouses; reconcile against DMS/ERP records; report discrepancies to Finance within 48 hours. 5. Logistics & 3PL Management - Pan-India Own outbound logistics across all four categories - primary freight from factories and vendor hubs to regional warehouses, and secondary freight from regional warehouses to distributors across 25 states. Note: Each category has a distinct freight profile that must be built into the logistics strategy. Lighting (high-value, relatively light) suits courier and LTL. W&C (bulky copper coils) requires FTL and careful handling to avoid kinking or damage. Switches/Zevolt (small, high-value units dispatched from own factory) suit carton-level LTL or courier. Switchgear (heavy MCB panels and DB boxes) needs sturdy packing and FTL or part-load. A one-size-fits-all 3PL approach will not work across four categories. Negotiate and manage contracts with transport partners and 3PLs - freight rates, SLAs, transit time commitments, damage/loss liability, and claims management. Build a carrier ecosystem that covers the full Sturlite distribution model: FTL for large distributor orders, LTL for mid-size dealers, express for urgent replenishments and new market first-fills. Track logistics cost as a percentage of revenue monthly by category - identify which categories have disproportionate logistics cost and build action plans to reduce it. Manage all freight documentation - e-way bills, lorry receipts, PODs, insurance claims - with a clean, auditable, digital-first process. Evaluate and onboard new 3PL partners for the 8 W&C expansion states - Karnataka, Telangana, Odisha, MP & Chhattisgarh, West Bengal, Jharkhand & Bihar, Gujarat, Rajasthan - ensuring logistics infrastructure is ready before sales teams are deployed. 6. Order Fulfilment & OTIF - All Categories Own the order management process for all categories - from distributor purchase order receipt through picking, packing, dispatch, and delivery confirmation. Drive OTIF >= 95% across all categories, with Lighting OTIF tracked separately as the most commercially sensitive metric given its revenue significance. Build a real-time order tracking capability - distributors and TSMs should be able to see order status, dispatch date, and ETA without having to call anyone. Manage fulfilment exceptions proactively - partial shipments and delays communicated to the distributor and field team before the committed delivery window passes. Ensure all dispatch records are updated in DMS on the same day as dispatch - clean data flows directly to commission calculations, credit management, and management reporting. 7. Technology, Data & Continuous Improvement Lead implementation of planning and logistics technology tools - demand planning software, TMS, WMS - appropriate for Sturlite's scale and growth trajectory. Build a weekly supply chain dashboard for MD and senior leadership - one-page view covering OTIF by category, FG inventory days by category, logistics cost %, forecast accuracy, and SLOB value. Drive continuous improvement in planning accuracy, warehouse productivity, and logistics cost - structured improvement programs with measurable targets and timelines. 8. Team Building Hire and develop a planning and logistics team - S&OP Manager, Demand Planner (ideally with a Lighting or FMEG background for the core role), Warehouse Manager(s), and Logistics Coordinators. Build a team culture driven by data, service orientation, and ownership - particularly important as new categories launch and the team must ramp up quickly. Key Performance Indicators KPI Weight / Target Lighting OTIF (On-Time In-Full) 25% weight - >= 95% for core category OTIF - W&C, Switchgear, Switches combined 15% weight - >= 92% as categories scale Finished Goods Inventory Days - all cats. 20% weight - <= 21 days blended target Lighting Forecast Accuracy (MAPE) 15% weight - < 15% MAPE at SKU-state level by Year 1 end Logistics Cost as % of Revenue 15% weight - downward trend YoY across all categories SLOB Inventory (% of total FG value) 10% weight - < 3% across all categories Qualifications & Experience Essential 1218 years in supply chain planning, logistics, and/or warehousing - with at least 45 years in a leadership role owning the full downstream supply chain for a multi-category business. Demonstrable S&OP ownership - experience running monthly S&OP cycles that actually change production and procurement decisions, not just planning meetings. Demand planning expertise - statistical forecasting, seasonality modelling, new product / new market demand estimation. Experience with Lighting or FMEG demand patterns is a strong advantage. Pan-India logistics network management - 3PL contracts, freight negotiation, multi-node warehouse operations serving 10,000+ channel partners. WMS and/or TMS implementation or management experience - real-time inventory visibility across a distributed network is non-negotiable. B.E. / B.Tech (any stream), B.Com or MBA with strong supply chain specialisation; APICS CPIM or CSCP certification is a strong differentiator. Preferred Prior experience in an FMEG or consumer electrical company or equivalent - where channel complexity and multi-category supply chain management are the norm. Experience managing outbound logistics for a company distributing to a large dealer-distributor network (10,000+) across multiple Indian states. Familiarity with General Trade channel dynamics - distributor stocking patterns, credit-linked inventory, and counter-level availability management specific to the electrical trade. Experience launching a new product category from a logistics and distribution standpoint - first-fill planning, new warehouse node setup, new 3PL onboarding. What Sturlite Offers Full ownership of the downstream supply chain for four categories at different maturity stages - the breadth and complexity of this role is rare to find. The chance to build a pan-India logistics and warehouse network for a company at a genuine inflection point - 35% CAGR, new categories launching, 8 new state markets activating simultaneously. Direct access to the Promoters and MD - fast decisions, genuine ownership, no bureaucratic layers. Competitive compensation with performance-linked variable pay tied to OTIF, FG inventory days, and logistics cost KPIs. A seat at the leadership table in a company scaling from Rs 700 Cr toward Rs 3,000 Cr+ - supply chain will be a key competitive differentiator in that journey.