This paper investigates the implementation of Operational Excellence (OpEx) within the Moroccan automotive sector, addressing a critical gap in the literature regarding comprehensive models that integrate leadership practices and critical success factors within the local sociocultural context. While Moroccan studies acknowledge OpEx benefits like enhanced efficiency and competitiveness, persistent challenges such as resistance to change, skill gaps, and investment deficits are also noted. Employing an exploratory research design, this study developed and validated a questionnaire, which was then distributed to 265 managers across all Moroccan automotive companies, achieving an impressive 93% response rate. This large-scale examination significantly contributes to academic understanding, OpEx practitioners, and performance optimization researchers by thoroughly assessing the adoption and integration of OpEx in this specific context. Key findings underscore the paramount importance of strong management commitment, adequate training, effective communication, and a supportive organizational culture for successful OpEx initiatives. Crucially, the research reveals how the unique Moroccan sociocultural context, characterized by high power distance, pronounced collectivism, low uncertainty avoidance, and a strong influence of religiosity, profoundly shapes the adoption and maturity of these practices. Ultimately, achieving sustainable Operational Excellence in the Moroccan automotive industry mandates a holistic approach. This approach must meticulously consider the intertwined cultural, organizational, and individual dimensions. The paper synthesizes valuable lessons learned, providing essential insights for developing a tailored OpEx deployment model truly adapted to Morocco's distinct economic and cultural landscape.