VValvoline CumminsExecutive Cockpit

Guided Journeys

The cockpit aligned to how a person actually works a decision — ordered paths from a starting question to an outcome. Pick a role, follow the steps; every page shows where you are and what's next.

Valvoline Cummins Private Limited · FY25 (Apr'24–Mar'25, audited)
Leading MNC / private aftermarket lubricants brand in India — single-digit share, premiumising
500 employees · 1 plant + regional DCs · 6 export markets
Premiumization-led growth
Managing Director · Sandeep Kalia · 7 steps

The VCPL thesis: ride premiumization and the switch to synthetic to lift the premium/synthetic mix — the four pillars, the value levers, how the JV is performing, the P&L & cash, the segment margin journey, and the shareholder value it creates.

OEM & industrial partnerships
OEM & Industrial · Rajesh Chauhan · 6 steps

Grow the B2B engines — Cummins Premium Blue factory-fill & co-brand, DEF/BS6, and industrial lubricants (Ultramax): where the orders are, the capex behind them, the segments they join, the programs book, the qualification to deliver, and how they lift blended margin.

CFO: margin → cash → returns
VP – Finance (CFO) · Jugvinder Bhatia · 4 steps

Earnings to cash to value: the P&L, base-oil cost & USD/INR and inventory working capital, a net-debt-free balance sheet (ICRA AA+/A1+), segment economics, and the peer-benchmarked notional valuation view.

Shareholder value & JV returns
JV Board · Cummins India × Valvoline (Aramco) · 7 steps

Is the JV compounding value for both parents: the data mesh behind the numbers, the three lenses, the footprint, the premiumization & margin levers, and the peer-benchmarked notional EV & dividend returns.

Distribution reach & channel
Sales & Distribution · Channel & Bazaar Trade · 6 steps

Win and grow the channel and convert orders to a durable book: the order book & OEM tenders, distributor & retailer accounts and cross-segment reach, orders, supply agreements & programs, delivery, and order → cash.

Operate the plant & network
Manufacturing & Supply Chain · Ambernath · 5 steps

Sense → decide → act across Ambernath blending and the distribution network: the towers, the agents that act, delivery & quality, the workforce, and base-oil & supply risk.

Managing Director · Sandeep Kalia · 7-step path

Premiumization-led growth

The VCPL thesis: ride premiumization and the switch to synthetic to lift the premium/synthetic mix — the four pillars, the value levers, how the JV is performing, the P&L & cash, the segment margin journey, and the shareholder value it creates.

Start journey → Strategy & Goals
  1. 1Strategy & Goalsthe four pillars & OKRs the plan rests onthen ↓
  2. 2Value Creation Plantoday → mid-term value-creation leversthen ↓
  3. 3Enterprise 360is the consolidated JV on track?then ↓
  4. 4Finance 360the P&L & quality of earningsthen ↓
  5. 5Cash 360base-oil cost, working capital, net cashthen ↓
  6. 6Segments & Group 360margin journey by segmentthen ↓
  7. 7Shareholder Valuenotional EV & shareholder valueOutcome
OEM & Industrial · Rajesh Chauhan · 6-step path

OEM & industrial partnerships

Grow the B2B engines — Cummins Premium Blue factory-fill & co-brand, DEF/BS6, and industrial lubricants (Ultramax): where the orders are, the capex behind them, the segments they join, the programs book, the qualification to deliver, and how they lift blended margin.

Start journey → Market & Industry Intel
  1. 1Market & Industry Intelorder signals & policy across OEM, DEF & industrialthen ↓
  2. 2Growth & Capex 360Ambernath expansion, EV-fluid & synthetic capex: spend → EBITDA → ROIthen ↓
  3. 3Segments & Group 360the OEM & industrial segments, by marginthen ↓
  4. 4Premium & Programs 360Premium Blue captive & industrial annual-rate contractsthen ↓
  5. 5Integration & Programs 360OEM qualification & program roll-outthen ↓
  6. 6Shareholder Valuerealized growth → shareholder valueOutcome
VP – Finance (CFO) · Jugvinder Bhatia · 4-step path

CFO: margin → cash → returns

Earnings to cash to value: the P&L, base-oil cost & USD/INR and inventory working capital, a net-debt-free balance sheet (ICRA AA+/A1+), segment economics, and the peer-benchmarked notional valuation view.

Start journey → Finance 360
  1. 1Finance 360P&L, margin & quality of earningsthen ↓
  2. 2Cash 360DSO, inventory, FCF, net-cash strengththen ↓
  3. 3Segments & Group 360EBITDA & DSO by segmentthen ↓
  4. 4Shareholder Valuenormalized EBITDA & notional EV / returnsOutcome
Sales & Distribution · Channel & Bazaar Trade · 6-step path

Distribution reach & channel

Win and grow the channel and convert orders to a durable book: the order book & OEM tenders, distributor & retailer accounts and cross-segment reach, orders, supply agreements & programs, delivery, and order → cash.

Start journey → Sales & Order-Book 360
  1. 1Sales & Order-Book 360order book, distributor & OEM orders & forecastthen ↓
  2. 2Customer 360distributor, OEM & industrial accounts, cross-segmentthen ↓
  3. 3Order / Tender 360orders — retail, OEM, industrial & exportsthen ↓
  4. 4Premium & Programs 360supply agreements, programs & repeat offtakethen ↓
  5. 5Project / Job 360deliver the order at marginthen ↓
  6. 6Order-to-Cash 360watch it convert order → cashOutcome
Manufacturing & Supply Chain · Ambernath · 5-step path

Operate the plant & network

Sense → decide → act across Ambernath blending and the distribution network: the towers, the agents that act, delivery & quality, the workforce, and base-oil & supply risk.

Start journey → Control Tower
  1. 1Control Towersense the cross-enterprise signalsthen ↓
  2. 2AI Agentslet an agent act on the alertthen ↓
  3. 3Premium & Programs 360delivery, quality & contract healththen ↓
  4. 4Workforce 360labour & utilizationthen ↓
  5. 5Base-oil & Supply 360base-oil & supply risk, DPOOutcome