The transformation cockpit — turning program status into an executable rollout plan across SAP / trading ERP + service-centre MES, Toyota-group EDI / JIT integration, JV governance & carve-in for the new-energy / rare-earths / recycling engines, and ESG / circular metering, workstream by workstream, blocker by blocker, rupee by rupee.
Transformation is the value and the risk: ₹51 Cr of savings is still unbanked across 4 in-flight engines at 70% average modernization, with 8 open blockers gating the rollout. Clear the critical path and bank the run-rate before the next capex round.
4 of 4 headline metrics improving vs prior · still off target: Growth-Initiative Realization 74.0% vs 100.0%, EBITDA Margin 2.4% vs 2.8%, Operating Cost % of Revenue 2.4% vs 2.2%
Open blockers hold the rollout — and ₹51 Cr of unbanked savings — hostage across the 4 in-flight engines.
Gates the program go-live (SAP / trading ERP, Toyota-group EDI/JIT & service-centre MES integration).
Digital supply chain & Toyota-group EDI/JIT is leaking run-rate: ₹11 Cr actual vs ₹14 Cr plan (₹-3 Cr variance) — it compounds into the forecast quarters.
Owner: IT · Digital Supply Chain
CleanMax Toyotsu is underwater at 0.7x — ₹6 Cr spent against ₹4 Cr realized; halt discretionary spend until capture catches up.
Protect the ≥1.3x engines as the playbook
Scaling the new-energy, rare-earths & circular-economy engines is one of TTIPL's top priorities — it is where margin and savings are created and where they leak. This view turns "status" into an executable plan: the 4 in-flight engines, their six workstreams (SAP / trading ERP + ledger, customer & vendor master, Toyota-group EDI / JIT, service-centre MES / IoT, JV governance & carve-in, ESG / circular metering), the blockers in the way, and the ~₹51 Cr of savings still unbanked waiting on the rollout.
Do this: work the blocker named in each card first; if none, push the lowest-% workstream to its target date.
Read across each row for the engine's weak spot; read down each column for the workstream that's stuck enterprise-wide. Tint = status; number = % complete.
| Engine | SAP / Trading ERP / Ledger | Customer & Vendor Master (MDM) | Toyota-group EDI / JIT Integration | Service-centre MES / IoT | Entity / JV Governance & Carve-in | Sustainability / ESG / Circular metering |
|---|---|---|---|---|---|---|
| TREI | 78% | 72% | 66% | 74% | 80% | 70% |
| Circular Economy & Recycling | 70% | 66% | 60% | 68% | 75% | 64% |
| TASI | — | — | — | — | — | — |
| CleanMax Toyotsu | 55% | 50% | 48% | 52% | 40% | 62% |
Do this: assign each open blocker a named owner and a date; the Blocker/High rows are the ones holding savings hostage.
| Severity | Engine | Workstream | Description | Owner | Due | Status |
|---|---|---|---|---|---|---|
| Blocker | CleanMax Toyotsu | Entity / JV Governance & Carve-in | CleanMax Toyotsu Green Energy JV (2025) governance, PPA-contract & project-SPV structures on the critical path to the 300 MW build-out. | Transformation PMO | 2026-09-30 | Mitigating |
| High | Circular Economy & Recycling | Toyota-group EDI / JIT Integration | ELV / recycling (MSTI, TTRI, CMRTA) volumes not fully on the group EDI; manual reconciliation delays scrap-flow & revenue recognition. | SCM · Ops | 2026-10-15 | Open |
| High | TREI | Service-centre MES / IoT | TREI (Visakhapatnam) rare-earth plant telemetry not yet on the common MES dashboard; yield & throughput visibility gap. | Manufacturing · Ops | 2026-10-30 | Open |
| Medium | NEXTY | Customer & Vendor Master (MDM) | ~120 duplicate NEXTY / Elematec customer & principal records vs the golden master need steward review before billing migration. | MDM steward | 2026-11-30 | Open |
| Medium | CleanMax Toyotsu | Sustainability / ESG / Circular metering | CleanMax generation & carbon-credit metering pending integration for ESG / sustainability reporting. | New Energy & Circular Economy | 2026-11-15 | Open |
| Medium | Circular Economy & Recycling | Sustainability / ESG / Circular metering | ELV / recycling material-recovery metering still manual at two plants; circular-economy reporting lag. | New Energy & Circular Economy | 2026-10-10 | Open |
| Low | TREI | Entity / JV Governance & Carve-in | TREI export-licence & critical-minerals compliance renewals pending in one jurisdiction. | Nagaraja Hegde | 2026-08-31 | Mitigating |
| Low | NEXTY | Service-centre MES / IoT | Elematec component-line telemetry pending onboarding to the common MES until the next release. | Manufacturing · Ops | 2026-09-30 | Open |
Do this: the negative-variance programs are leaking run-rate — put a 90-day recovery plan on each before they compound into the forecast quarters.
| Program | Owner | Plan ₹Cr | Actual ₹Cr | Variance | % captured |
|---|---|---|---|---|---|
| Green-energy build-out (CleanMax Toyotsu) | New Energy & Circular Economy | ₹24 Cr | ₹22 Cr | ₹-2 Cr | 92% |
| Circular economy / recycling | New Energy & Circular Economy | ₹20 Cr | ₹19 Cr | ₹-1 Cr | 95% |
| Working-capital & inventory optimisation | Jun Shiratori · Treasury | ₹18 Cr | ₹17 Cr | ₹-1 Cr | 94% |
| Digital supply chain & Toyota-group EDI/JIT | IT · Digital Supply Chain | ₹14 Cr | ₹11 Cr | ₹-3 Cr | 79% |
| EV / battery localisation (early) | New Energy & Circular Economy | ₹8 Cr | ₹5 Cr | ₹-3 Cr | 63% |
Do this: protect the ≥1.3x engines as the playbook; for sub-1x engines, freeze discretionary transformation spend until savings capture catches up.
| Engine | Scaled | Budget | Spent | Savings target | Savings realized | ROI | Status |
|---|---|---|---|---|---|---|---|
| CleanMax Toyotsu | 2025 | ₹18 Cr | ₹6 Cr | ₹24 Cr | ₹4 Cr | 0.7x | In progress |
| TASI | 2016 | ₹16 Cr | ₹12 Cr | ₹20 Cr | ₹14 Cr | 1.2x | In progress |
| TTSS | 2015 | ₹26 Cr | ₹22 Cr | ₹34 Cr | ₹28 Cr | 1.3x | Integrated |
| Circular Economy & Recycling | 2015 | ₹22 Cr | ₹15 Cr | ₹28 Cr | ₹14 Cr | 0.9x | In progress |
| Auto Parts & JIT Logistics | 2010 | ₹30 Cr | ₹28 Cr | ₹44 Cr | ₹38 Cr | 1.4x | Integrated |
| TREI | 2009 | ₹20 Cr | ₹14 Cr | ₹26 Cr | ₹15 Cr | 1.1x | In progress |
| NEXTY | 2008 | ₹24 Cr | ₹20 Cr | ₹30 Cr | ₹24 Cr | 1.2x | Integrated |