Inventory Transformation Leader

Lenskart.com; Gurugram District; On-site; INR 2,500,000 - 4,000,000; Full time

Job summary

Lenskart is seeking an Inventory Transformation Lead to own enterprise-level inventory across stores, online, manufacturing and sourcing. You will balance availability, working capital, assortment and speed, coordinating Merchandising, Sourcing, Replenishment, Technology and Finance to set the inventory envelope and drive integrated planning.

You’ll lead the monthly IBP, establish guardrails by category and channel, push for forecast accuracy, reduce Days on Hand, and improve speed-to-shelf from

Qualifications

• 10–15 years of experience in inventory, merchandise or supply planning.
• Experience owning enterprise-level outcomes and cross-functional collaboration.
• Strong understanding of OTB, budgeting, replenishment and ageing.
• Track record of reducing DOH and improving inventory turns.

Responsibilities

• Inventory Productivity: reduce Days on Hand and increase inventory turns.
• OTB and safety-stock guardrails with Merchandising and Finance.
• Speed-to-Shelf: shorten lead times across manufacturing and sourcing.
• Availability: improve fill-rate and forecast accuracy.
• Working Capital: collaborate with Finance to release cash from excess inventory.
• Integrated IBP: lead monthly inventory review with demand, supply, capacity.

Skills

Inventory planning

IBP / Integrated Business Planning

Forecasting

Budgeting & OTB

Stakeholder influence

Job description

Lenskart is Asia's largest eyewear company, scaling across India and international markets. Inventory is one of the most important levers for our next phase of growth, and we're 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 isn't a traditional supply chain or planning role. You'll 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 You'll 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.
• Availability — set fill-rate guardrails, improve forecast accuracy and build differentiated inventory policies by category and location.
• 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 We're Looking For

A business-oriented inventory / planning leader – who is outcome-driven, commercially sharp, and comfortable saying “no” when the economics don't 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
• Cash released from inventory
• 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.
• You've released working capital through structural change — not one-time inventory clean-ups.
• You've challenged a buying or inventory decision because the economics didn't 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 that's more responsive, inventory-efficient and cash-efficient.