Executive Vice President Operations

Position Description
Position Title Executive Vice President Operations
Company Ellwinkz (Ellwinkz Sourcing Services Bharat Private Limited)
Business Covered - Ellwinkz B2B manufacturing (CMT) business Level 4 (Ethnic, Knits & Woven) and Level 5 (Denim) production categories
Reports To -Chief Operating Officer (COO)
Location - Dombivali factory (base), with visits to the Mumbai office as required
Direct Reports - Production Planning, Cutting, Stitching, Finishing & Washing Supervisors, Quality Control, Stores & Inventory, Machine Maintenance, and Factory Compliance/HR functions
Position Purpose
The EVP - Operations leads the Ellwinkz manufacturing (B2B/CMT) business at the Dombivali factory through its functional teams, across both product categories: Level 4 (Ethnic, Knits & Woven) and Level 5 (Denim). This role is the single point of accountability for buyer/order management and production in both categories, from order confirmation through to dispatch, directing the teams responsible for cutting, stitching, finishing, washing, quality, materials, and compliance. All factory functions report into this role. The purpose of this role is to give the COO a single senior owner who manages buyer relationships and directs the factory's teams day to day, so that order intake, production output, quality, cost, and compliance are managed through the right functional owners, without requiring COO-level involvement in daily floor decisions.

Key Roles & Responsibilities
1. Buyer Management & Orders
Own the buyer/client relationship for the factory's B2B order book, acting as the primary point of contact for order negotiation, confirmation, and ongoing account management.
Review and approve order specifications, pricing, quantities, and delivery timelines before they are confirmed into the production plan, ensuring commitments are realistic and achievable.
Direct costing and quotation preparation for new and repeat buyer orders through the costing/merchandising function, and approve pricing before confirmation.
Ensure the order pipeline is actively tracked across upcoming, confirmed, and in-production orders in both categories, and flag capacity or timeline conflicts before they become delivery risks.
Maintain regular communication with buyers on order status, and manage any changes, escalations, or disputes professionally and promptly .
Identify and pursue opportunities to grow order volume and value with existing buyers, and support onboarding of new B2B accounts where required.

2. Production Planning & Execution -Level 4 (Ethnic, Knits & Woven)
Direct the master production plan for Ethnic, Knits and Woven across cutting, stitching, finishing, and washing, ensuring buyer/brand orders are translated into a realistic capacity and delivery schedule by the planning team.
Review and approve daily and weekly production plans for this category; ensure actual output is tracked against plan by the relevant supervisors, and act immediately on variances.
Ensure capacity is balanced across processes through the respective process heads, so that no single stage (e.g. cutting or washing) becomes a bottleneck for the others within this category.
Coordinate directly with B2B buyers/clients on order specifications, timelines, and delivery schedules for Ethnic, Knits and Woven, and communicate any risk to committed dates well in advance.

3. Production Planning & Execution -Level 5 (Denim)
Direct the master production plan for Denim across cutting, stitching, finishing, and washing, ensuring buyer/brand orders are translated into a realistic capacity and delivery schedule by the planning team.
Review and approve daily and weekly production plans for Denim; ensure actual output is tracked against plan, and act immediately on variances.
Ensure Denim-specific processes (e.g. washing and finishing techniques distinct from Ethnic/Knits/Woven) are managed by the relevant supervisors with the required specialised oversight.
Coordinate directly with B2B buyers/clients on Denim order specifications, timelines, and delivery schedules, and communicate any risk to committed dates well in advance.


4. Line, Operator & Machine Management (Both Categories)
Direct line-level and machine-level performance across all machine types on the floor through the relevant supervisors, across both Level 4 and Level 5 categories.
Ensure operation-wise and operator-wise data (output, efficiency, rejection) is tracked daily by category through the supervisory team, not just in aggregate, so bottlenecks and underperforming operations can be identified quickly.
Ensure the machine tracker is kept current by the maintenance team and used to plan preventive maintenance, minimising breakdown time.
Drive SAM-based efficiency improvements, line balancing, and operator skill-matching through the industrial engineering/supervisory team to lift line efficiency over time in both categories.

5. Capacity Planning & Subcontracting
Assess in-house capacity against confirmed and forecast order volume for both categories, and plan ahead for peak periods.
Where in-house capacity is insufficient, evaluate and recommend job-work/subcontracting options to external units, ensuring quality and compliance standards are maintained.
Allocate styles and orders across internal lines based on capacity, product complexity, and delivery priority.

6. Quality Control
Direct the quality function across all stages - cutting, stitching, finishing, washing -for both categories through the Quality Control team, ensuring in-line and end-line checks are happening, not just
documented.
Set rejection/rework thresholds per process, per category, and per operator, and hold the quality and supervisory teams accountable for identifying and fixing root causes, not just reworking output.
Be the final escalation point for any buyer quality complaint, ensuring the quality team implements and verifies a corrective action.

7. Fabric, Trim & Material Management
Direct fabric and trim inward, outward, consumption, and left-over tracking for every order in both categories through the stores team, ensuring reconciliation matches ERP records.
Ensure wastage at each stage (cutting waste, thread/needle consumption, rejected pieces) is monitored against approved consumption norms, and have variances investigated by the relevant process owners.
Work with the Dombivali stores team to ensure material receiving, storage, and issuance follow the group's Material & Courier Receiving SOP.

8. Shipment & Logistics
Direct dispatch planning and shipment documentation for every order through the shipment/logistics function, ensuring goods are packed, documented, and handed over to logistics within the committed timeline.
Coordinate with buyers and logistics partners on shipment schedules and proactively flag any risk to committed dispatch or delivery dates.
Ensure all shipment-related documentation (packing lists, invoices, and any buyer-specific requirements) is verified as accurate and complete before dispatch.

9. Financial Management
Own costing accountability for all buyer orders directing the preparation of cost sheets and quotations and approving them before orders are confirmed, ensuring pricing covers material, labour, overheads, and margin.
Ensure costing assumptions are validated against actual consumption and production data once an order is running, and have future quotations corrected where actuals diverge from the original costing.
Own the factory's financial performance for both categories revenue/order value executed against target, cost per piece, gross margin, and overheads.
Direct preparation of the factory operating budget (labour, utilities, consumables, repairs, casual staffing) and manage overall spend within approved limits.
Ensure fabric, trim, and input costs are tracked against benchmarks by the relevant teams, and flag cost increases before they erode margin, category by category.
Own cost per piece vs budgeted/quoted cost for every style, ensure variances are explained by the responsible teams, and direct corrective action.
Monitor and report on payment/invoice status with B2B buyers where production sign-off or delivery affects collections.

Provide the COO with clear, accurate financial reporting on the factory's performance order value, cost,
margin, and budget adherence on a regular cadence.

10. Compliance (SEDEX/SMETA and Statutory)
¢ Own audit readiness for SEDEX/SMETA at the factory, directing the compliance/HR function on employee
documentation, working hours records, and remediation of any findings, working with LRQA as the
accepted auditor.
¢ Ensure statutory compliance on the factory floor labour law, PF/ESIC, fire and safety is maintained without lapses by the relevant functional owners.
¢ Ensure any cash-payment or documentation practices flagged in prior audits (e.g. Section 40A(3) issues) are corrected and do not recur.


11. Health, Safety & Employee Welfare
¢ Own workplace health and safety outcomes across the factory, directing the safety function on hazard identification, risk assessments, and corrective action on any incident.
¢ Ensure fire safety, emergency response plans, and use of personal protective equipment (PPE) are kept current and followed by all teams.
¢ Oversee employee welfare initiatives on the factory floor, ensuring a fair and safe working environment for all staff.

12. Workforce, Talent Development & Succession Planning
¢ Own karigar recruitment and trial outcomes, directing the HR/recruitment function to follow the documented Karigar Recruitment & Trial Workflow SOP.
¢ Ensure special-task assignments and related payments are processed correctly and on time by the relevant teams.
¢ Lead, coach, and hold accountable all factory functional heads and supervisors, who in turn manage their respective teams.
¢Monitor karigar attrition and direct proactive steps by HR and supervisors to retain skilled workers.
¢ Ensure regular training and skill-development programs are run for operators and supervisors and maintain a skills matrix for the floor.
¢ Identify and develop internal talent for key supervisory and managerial positions and maintain a succession plan for critical roles in the factory.

13. MIS, ERP & Reporting
¢ Ensure production data for both Level 4 (Ethnic, Knits & Woven) and Level 5 (Denim) is captured accurately and entered into the ERP daily by the relevant teams, not retrospectively.
¢ Review daily/weekly MIS reports (production, wastage, efficiency, rejection, cost) and direct same-week corrections through the relevant functional heads.
¢ Provide the COO with a regular, concise operations report (recommended weekly) covering output, delivery risk, quality, cost, and any escalations in plain language, not a raw data dump.

14. SOPs & Continuous Improvement
¢ Ensure the factory operates strictly to Ellwinkz's documented SOPs (karigar recruitment, machine tracker, material receiving, and any future factory SOPs) through the relevant functional owners.
¢ Flag gaps where a process is not yet documented and work with the group to get it formalised and numbered correctly in the SOP register.
¢ Continuously look for efficiency, quality, or cost improvements across the factory's teams and bring recommendations to the COO rather than waiting to be asked.
Continuously look for efficiency, quality, or cost improvements across the factory's teams and bring
recommendations to the COO rather than waiting to be asked.

Key Result Areas (KRA) and KPIs
This table sets out what this role will be measured against. Targets can be reviewed and reset periodically as
the factory's baseline improves.
KRA
KPI
Target
¥
90% of quoted order value
Order pipeline accuracy and conversion
(confirmed vs quoted orders)
Buyer Management & Orders
converted and confirmed into
production
No major buyer escalations; repeat
order rate maintained or improved
Buyer Management & Orders
Buyer satisfaction / repeat order rate
Production Planning & Output
(Level 4 Ethnic, Knits &
Woven)
On-time delivery against buyer/order ¥ 95% orders shipped on or before
schedule committed date
Production Planning & Output On-time delivery against buyer/order ¥ 95% orders shipped on or before
(Level 5 Denim)
schedule
committed date
Daily/weekly production plan vs actual, by
Production Planning & Output category (cutting, stitching, finishing,
washing)
Plan variance 5% per process,
tracked daily
Line/Operator/Machine
Line efficiency (SAM-based), by category
Performance
¥ 6570% line efficiency, trending up
quarter on quarter
Line/Operator/Machine
Machine uptime / breakdown hours
Performance
¥ 95% uptime; breakdown hours
logged and closed within 24 hrs
In-house capacity utilised ¥ 90%
Capacity
Subcontracting
Planning
&
In-house vs subcontracted capacity before
utilisation
subcontracting;
subcontracted work meets same
quality/compliance standard
Quality
Quality
First-time-right / rejection rate
Rejection 2% at final finishing
Buyer quality complaints / returns due to Zero repeat defects on the same
manufacturing defect root cause
On-time dispatch and documentation ¥ 98% shipments dispatched with
accuracy complete, error-free documentation
Shipment & Logistics

KRA
KPI
Target
Costing/quotation accuracy for buyer orders Quoted cost within 3% of actual
vs actual cost outcome cost outcome per order
Financial Costing
Financial Revenue & Order Order value executed vs target, by category ¥ 100% of monthly/quarterly order
Book
(Ethnic, Knits, Woven, Denim)
value target achieved
Cost per piece vs budgeted/quoted cost, by Actual within 3% of budgeted cost
Financial Cost Control
style and category
per style
Wastage
within
approved
Financial Cost Control
Fabric and trim wastage %
consumption norms ( 35%
depending on fabric)
Financial
Overheads

Budget
&
Factory operating cost (labour, utilities, Actual within 5% of approved
consumables, repairs) vs approved budget monthly budget
Gross margin per category (Level 4 vs Level Margin at or above budgeted level
5) vs plan per category
Financial Margin
Payment collection / outstanding from B2B No overdue beyond agreed payment
buyers (where applicable to production terms attributable to production
Financial Collections
sign-off)
delays
No major non-conformities; all
Compliance
Compliance
Health & Safety
Workforce
SEDEX/SMETA audit score and open findings minor NCs closed within agreed
timeline
Statutory and safety compliance (fire,
100% compliance, zero lapses
PF/ESIC, labour registers)
Zero lost-time injuries; all incidents
investigated with corrective action
within 7 days
Workplace safety incidents
injuries
/ lost-time
Karigar attrition and trial-to-confirmation Attrition industry benchmark; trial
ratio
process followed 100% of the time
All operators/supervisors trained
per plan; ready successor identified
for each critical role
Talent
Succession
Development
&
Training hours delivered and succession
coverage for key roles
Daily/weekly MIS accuracy and timeliness MIS submitted daily without delay;
MIS & Reporting
(Level 4 and Level 5 data on ERP)
data matches physical floor counts
Adherence to Ellwinkz SOPs (karigar
recruitment, machine tracker, material
receiving)
Zero unresolved SOP deviations at
audit
SOPs & Governance

What Success Looks Like
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¢
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Every buyer order, in both Ethnic/Knits/Woven (Level 4) and Denim (Level 5), ships on time and at the
right quality, without the COO needing to intervene in floor-level decisions.
Production and financial data for both categories is trustworthy, current, and used by the teams to catch
problems early rather than explain them after the fact.
SEDEX/SMETA and statutory audits pass cleanly, with no repeat findings, and the factory maintains a
strong safety record.
Cost per piece, margin, and wastage are known, explained, and trending in the right direction for both
categories.
Factory teams are stable, well-managed, and developing; the factory runs predictably even when this role
is on leave, with clear successors identified for key positions.
Candidate Profile
Experience
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1015+ years leading apparel manufacturing operations, ideally in a CMT/B2B export or wholesale
manufacturing set-up.
Proven experience directing cutting, stitching, finishing, and washing teams as separate but connected
functions, across both Ethnic/Knits/Woven and Denim.
Proven experience with SEDEX/SMETA or equivalent social compliance audits, and with workplace health
and safety management.
Experience owning factory-level financial performance budgets, cost per piece, and margin not just
production output.
Experience building, developing, and leading a multi-level factory team, including training programs and
succession planning for key roles.
Skills & Attributes
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A strong people leader who directs and holds functional heads and supervisors accountable, rather than
trying to execute every task personally.
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Strong with numbers: SAM, efficiency, wastage %, cost per piece, and margin should be second nature,
not something to look up.
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Direct, plain-English communicator; reports in short, clear updates rather than long narratives.
Able to run the factory through its teams day to day, escalating to the COO only on genuine exceptions.