Strategic Initiative Coordinator

About SAR Transport: SAR is one of the leading Logistics companies in India in the supply chain and logistics industry on the international level. SAR Logistics is 500+ people strong and one of its kind on the national and international level in the logistics domain. The annual turnover of the group company is estimated at around INR 1200 Cr+. The organization has been working continuously to provide customer satisfaction to its clients by providing various services and offers to its loyal customers who are working in the same domain. Reliability and years of experience have made the company stand where it is now.

Job Description: This is the role for someone who thrives on making things happen across complex, multi-stakeholder environments. You will not own the strategy or the process design — you will own the execution machinery that ensures every initiative moves at the right pace, with the right people engaged, and with risks surfaced before they become problems. You are the person who walks into a stalled project and gets it moving again. You build the plan, call the meetings, track the dependencies, escalate the blockers, and close out every action item. You make the Director's strategic agenda actually land.

Responsibilities:

Program Portfolio Management Own the master program tracker for all active transformation and strategic initiatives across the group Define project scope, timelines, milestones, and success criteria for each initiative at initiation Identify and map cross-initiative dependencies; flag conflicts before they cause delays Maintain a live risk register for the group — not a formality, but a working tool

Stakeholder Coordination & Governance Run weekly/fortnightly project review calls with workstream owners — prepare agendas, track attendance, document decisions Ensure every meeting produces a decision or a clear next action — no meetings that end with 'let's discuss again' Coordinate across Finance, Operations, Legal, Management and external vendors simultaneously Build and maintain stakeholder communication plans — who needs to know what, and when

Execution Accountability Own the action item log — every item has an owner, a deadline, and a status; nothing is 'under discussion' indefinitely Follow up proactively — not as a reminder service, but as an escalation mechanism when things are slipping Identify when a project needs a leadership decision or additional resource and escalate with context, not just a flag

Documentation & Reporting Produce a weekly program status report for the Director — concise, colour-coded, issue-first Maintain project charters, decision logs, and closure summaries for every initiative Conduct post-implementation reviews — what worked, what didn't, what to build into future projects

Qualification: Preferred Background 4–8 years in program management, project management, or operations — with direct ownership of multi-workstream initiatives Experience managing projects that touch systems, operations, and finance simultaneously Prior logistics, supply chain, or financial services experience is advantageous

Required Skills Excel and data — can build a project tracker, a dependency map, and a budget-vs-actual sheet without help Facilitation — runs effective meetings; keeps discussions on track; produces action items that stick Written communication — program status reports that give the right level of detail to the right audience

Mindset Urgency without panic — brings calm momentum to complex situations Comfortable being the 'pusher' — will chase people for updates and hold them to commitments respectfully but firmly Structured in chaos — can manage 6–8 active workstreams simultaneously without losing track of any

What Good Looks Like in This Role The MD always knows the status of every strategic initiative without having to ask anyone Projects that used to stall for 3 months get unblocked within 2 weeks of you taking them over Every meeting you run produces 3–5 clear action items with owners; all are closed within the agreed timeline Your program tracker is the single source of truth — everyone refers to it, no one maintains a parallel version When a project has a risk, you flag it with a mitigation plan before it becomes a problem