Panel
Redefining S ppl Chains as Strategic Re en e Dri ers
Panel
Transforming Val e Chains ith Inno a e and S stainable Infrastr ct re
Panel
Unlocking Real-Time Visibilit for Informed Decision making
Panel
Na igate the ne t fron er in Proc rement: S stainabilit , Technolog , & S pplier Resilience
Panel
Q-Commerce, E-Commerce: C stomer Centricit from Order to Deli er
a endees
Speakers
Dear Readers,
Welcome to 2025!
As we step into a brand-new year, I extend my warmest wishes to all our readers for a happy, healthy, and joyous 2025! This issue marks the beginning of the ninth volume of Supply Chain Tribe, and I cannot help but feel an overwhelming sense of gratitude as I reflect on the journey so far.
The past eight years have been nothing short of remarkable, filled with learning, innovation, and collaboration. It is your unwavering support, encouragement, and constructive feedback that have been the cornerstone of our growth and success. Every milestone we’ve achieved, every story we’ve told, and every initiative we’ve launched has been made possible by your trust in our vision.
This first issue of the new year brings a wealth of insights from visionary leaders who have carved their paths from the backroom to the boardroom, redefining what it means to lead in today’s dynamic business landscape. We also delve into the ever-evolving function of supply chain planning, offering a fresh perspective on how this critical pillar adapts to meet the demands of a volatile and interconnected world. Additionally, a special report sheds light on the supply chains of today and tomorrow, exploring how innovation and agility are reshaping the way we approach challenges and opportunities.
As we navigate the year ahead, our commitment to delivering insightful, engaging, and impactful content remains steadfast. Thank you for being an integral part of our journey. Here’s to another year of growth, innovation, and excellence together!
Happy Reading!
Charulata Bansal Publisher Charulata.bansal@celerityin.com
www.supplychaintribe.com
Edited by:
Prerna Lodaya e-mail: prerna.lodaya@celerityin.com
Designed by: Lakshminarayanan G e-mail: lakshdesign@gmail.com
Logistics Partner: Blue Dart Express Limited
17 | Rendezvous with the Supply Chain Visionaries
Presenting the lighter side of the supply chain visionaries to showcase their ability to strike a harmonious balance between work and personal life. A tribute to their enduring legacy— inspiring the next generation of professionals to follow in their footsteps…
‘I See Every Challenge as an Opportunity to Grow and Improve’ Anil Tomar, COO – Aliaxis India Region, and Member Board of Directors at Ashirvad
‘Focus on the THINGS which you can CONTROL or INFLUENCE’ Bheem Manthale, President – Operations and Supply chain, Parag Milk Foods
‘Almost Everything in Supply Chain is Unforeseen’ Nilanjan Das, VP & Head – Supply Chain Management, Tata Hitachi Construction Machinery Co. Pvt. Ltd.
‘Be Curious and Enjoy What You Do’ Pratibha Nath, Director – Supply Chain, Alstom
Modern supply chains need end-to-end optimization to manage resilience and an expanded set of responsibilities. As a result, manufacturers are now asking whether supply chain planning should begin even before sourcing — with product design and production planning. Through this Cover Story, we attempt at exploring the pivotal role of supply chain planning in driving efficient operations. Our industry experts share best practices, innovative approaches, and real-world examples that highlight the importance of robust supply chain planning in achieving operational excellence.
‘Staying Focused on the Bigger Picture is Crucial’ Somnath Chatterjee, Executive Vice President – Head of Procurement & Logistics (Foods Division), ITC Ltd.
‘Rather than Working with Passion, I Work for my Passion’ Sukanta Das, President & Chief Logistics Officer, Hindalco Industries
‘The Weakest Links can be your Strongest Ally’ – Envisioning the Supply Chains of Tomorrow
The last five years have tested supply chain professionals’ mettle at extreme levels. This Special Report explores the lessons learnt and the various facets that have shaped the supply chains of tomorrow.
inadvertently into this publication. The publisher shall be obliged if any such error or omission is brought to her notice for possible correction in the next edition.
The views expressed here are solely those of the author in his private/professional capacity and do not in any way represent the views of the publisher. All trademarks, products, pictures, copyrights, registered marks, patents, logos, holograms and names belong to the respective owners. The publication will entertain no claims on the above. No part of this publication can be reproduced or transmitted in any form or by any means, without prior permission of the publisher. All disputes are subject to the exclusive jurisdiction of competent courts and forums in Mumbai only.
Long gone are the days when manufacturers and retailers could take much more for granted in their supply chain planning. The obvious triggers – Covid, Climate and Market Disruptions have put supply chain planning into the spotlight. In this context, modern supply chains need end-to-end optimization to manage resilience and an expanded set of responsibilities. As a result, manufacturers are now asking whether supply chain planning should begin even before sourcing — with product design and production planning, which have the most impact on product availability, sustainability, production and logistics costs, and downstream processes. Through this Cover Story, we attempt at exploring the pivotal role of supply chain planning in driving efficient operations. Our industry experts share best practices, innovative approaches, and real-world examples that highlight the importance of robust supply chain planning in achieving operational excellence.
“Supply
planning is the backbone of efficient operations. When we talk about supply chain planning, it’s not only about moving goods from point A to point B, it is a comprehensive process where we ensure there is a right balance of demand, supply and resources so that we also navigate the risks, minimize costs & maximize the customer satisfaction,” these were the nuanced thoughts of the panelists during our recent summit in Bengaluru as aptly summarized by the session moderator. Panel speakers unequivocally established the crucial importance of supply chain planning for every organization and also offered their insights on deriving at an impeccable supply chain planning strategy.
Setting the agenda of the session, Srinath Reddy, Head – S&OP, United Breweries Ltd., presented an interesting anecdote… “Before we onboarded on the journey of setting up a planning process, we used to encounter numerous challenges such as achieving the right forecast accuracy, balancing the cost effectiveness and the responsiveness levels. Another challenge that disrupted the business was withering the impact of supply chain disruptions in this VUCA world. Such disruptions should always be a part of our planning strategy, and we must ensure that our inventory or the service levels take care of these disruptions into consideration. Last but not least is effective cross-functional collaboration. It is not just the supply chain alone, we have to ensure the availability of the product at the right place in the right time, right quantity and in right quality. It requires the support of all the departments such as marketing, sales, finance and R&D and of course not to forget about sustainability and the regulatory compliances which some of the industries face. In this recent trend of ensuring that supply chains have to be sustainable and in compliance with the regulations, supply chain planning is finding immense prominence.”
In context to this, a recent Gartner report emphasized that to accomplish resiliency, supply chain planning leaders must implement dynamic digital scenario planning — a planning method that can capture all the changing circumstances and stress-test most of the assumption
changes. Traditional scenario planning is inadequate for the world we live in and for our supply chains, as simultaneous changes in uncertainty types, interconnectivity and speed of change create amplified, intertwined impacts that are difficult to mitigate with simple, static strategies. Dynamic scenario planning can map all the variables and the relationships between them as events transpire. With digitalization, it is easier to organize data and sense shifts in that data as risks present themselves.
Three elements make digital scenario planning a must-have approach:
b Amount of data: Before it was just internal data that needed to be cleaned, organized and modeled. Now there is external data available, too, that can be used for better decision making.
b Fixed value assumption: We have assumed that variables had a constant value, either constantly right or constantly wrong. The reality is that variables have different values through time and in relation to other variables.
b Parameters per variable: With complexity rising, now there are multiple angles to look at things, not just revenue or profit.
Building scenarios with technology is critical to understand where trade-offs can be made and which possible actions to take before and while disruptions occur. With this outline, here’s offering the readers strategies that will equip them in integrating supply chain planning into their overarching business strategy…
How does an organization integrate supply chain planning into its overarching business strategy, especially when you are dealing with different product categories and different geographies?
Yogesh Sarin, Director – Supply Chain, South Asia, Dell Technologies: You need to align your supply chain goals with larger business objectives. Different products and geographies may require distinct supply chain strategies. Segmenting the supply chain based
on product characteristics, market demands, and regional requirements helps in tailoring approaches that fit each segment. The aftermarket service works a little different than manufacturing supply chain because unlike procurement based on BOM (Bill of Material), you have to plan spares availability based on failure / demand analytics. It’s important to utilize advanced technologies like AI, machine learning, and big data analytics to gain insights into demand patterns, inventory levels, and supply chain performance. Companies should foster strong relationships with suppliers, distributors, and other stakeholders to maintain an agile supply chain. Companies should customize supply chain strategies to meet local market conditions and regulatory requirements with regular review for improvement and flexibility.
Gaurav Arora, Associate Vice President – Procurement & Strategic Sourcing, Medreich Ltd. (a Meiji group company): In the pharma and biotechnology industry, the strategies are very clear. Apart from the quality and regulatory compliances, our internal processes should be aligned to the current best practices like Current Good Manufacturing Practice (CGMP) or WHO or European Directorate for the Quality of Medicines & Healthcare (EDQM) or U.S. Food and Drug Administration (USFDA) guidelines where we need to tweak the root of synthesis in term of the process or the manufacturing setup, there are possibilities that we need to re-qualify the medicine according to the new impurities being introduced. At regular intervals, these agencies give us a new set of impurities involved into the product where even though you have a10-20 years’ old project, you may have requalification in terms of involvement of any one of the raw materials, which is now falling into their suspect raw material category. We need to qualify for that change and if possible, we need to replace that particular raw material because the new guidelines mandates companies to abide by that change.
Girish KK, Assistant Vice President, Reliance Retail Ventures Ltd.: The complexity in terms of number of units
Sustainable supply chain planning will redefine progress on sustainability action. A sustainable approach to planning focuses on visibility over all physical and information flows at every stage of the value chain. Since supply chain planning is steering operations (procurement, production and logistics) and influencing other functions (supply chain strategy and network design, sales, product lifecycle management), adding the ESG dimension will enable planning to act as a catalyzer of the transition. This will ultimately contribute to making your company’s value chain more sustainable, resilient and future proof.
Source: EY
is immense because we have multiple formats. The process starts with the annual operating plans given by the business. It can be the short-term, which is for the immediate financial year, or it could be the mid-term for the next two years and then the long-term, which is for the next five years. Once we get this plan, we first try to look at what is required for that particular volume to be achieved, then we superimpose our current capabilities in terms of network, infrastructure, warehousing, logistics, and then figure out the SWOT analysis. Accordingly frame the requirements on a priority basis with clear timelines and the responsibility as well as milestones to be achieved. This becomes the framework or the KPI for my team. We might experience fluctuations when it’s peak season. At that time, we need to collaborate with all the stakeholders, go back to the drawing board and figure out an alternate strategy. One thing that we must keep in mind is that the logic always remains the same and that is delivering service at speed and at no incremental cost and that’s the challenge that needs to be planned.
Srinath Reddy, Head – S&OP, United Breweries Ltd.: As an S&OP leader, I integrate supply chain planning into
the overarching business strategy by aligning it with organizational goals and addressing the complexities of diverse product categories and geographies. Supply chain planning not only supports but drives the organization’s strategic objectives while addressing the unique challenges of different product categories and regions.
b Ensuring S&OP processes align with business objectives like market growth, cost optimization, and service excellence.
b Facilitating cross-functional collaboration to embed supply chain priorities into strategic decisionmaking.
b Adopting tailored approaches for different product categories, balancing cost, service levels, and inventory requirements.
b Driving accurate forecasting to account for varying demand patterns across categories.
b Adapting supply chain plans to reflect
local market dynamics, consumer preferences, and regulatory requirements.
b Leveraging regional networks for agility and market responsiveness.
b Using planning tools to enable datadriven decision-making and ensure integration across forecasts, supply plans, and financial targets.
b Providing visibility across geographies through centralized dashboards.
b Conducting risk and opportunity assessments to address regional variations and disruptions.
b Building flexibility into plans to respond to market shifts effectively.
With the responsibility of sourcing for both the direct and indirect spend, how do you balance cost efficiency while managing quality and supplier relationships?
Gaurav Arora: Being in the pharmaceutical industry, we have very different compliances requirements which need to be fulfilled according to the territories we do the business in. As far as metric is concerned, we are into the
Europe territory range, more prominently the UK, Australia, New Zealand, Canada, etc. All of our life-saving drugs should comply with the basic parameters and quality requirements from those territories as well. One is quality where we cannot compromise, even if we get anything cost effective. Second is the expectations from the strategic point of view, we have to build year-on-year risk mitigations on all those plans where we can focus on business continuity. Direct spend is always a major focus area for any kind of pharmaceutical industry where we need to be very cautious about the quality as well as the cost because that’s where the money comes from. Around 80% of our spend is on procuring the raw material for manufacturing drugs, so while the cost is important, the quality is also equally important.
Now coming back to the overheads, when we talk about the production and manufacturing overheads of the medicine, they are quite higher in comparison to any other commodity or FMCG products because building the infrastructure, which is qualified by the regulatory agencies of Europe, or the US requires a lot of stringent methodology. Once you are done with the costing and overheads fixed, your only cost saving and your only year-on-year objectives are to reduce cost from the direct spend. Since indirect spend is not that big of a contributor to the COGs, you have to work on the alternate vendor developments, long-term contracts or the negotiation in term of bulk volume, expand territories, etc. Moreover, we are also involved in contract manufacturing in term of giving them business assurance so that they can
Maintaining strong supplier relationships and engaging with customers effectively are crucial, especially during times of supply chain volatility. Simple strategies include consistent communication with suppliers with regular check-ins which builds trust and ensures issues are promptly addressed. Implement set of key performance indicators (KPIs) to monitor supplier performance. Regularly review these metrics to identify areas for improvement and ensure suppliers meet your standards. Focus on building long-term relationships with suppliers. This involves aligning goals, sharing risks and rewards, and fostering mutual growth. Encourage suppliers to contribute ideas for process improvements and co-develop solutions. This collaborative approach can lead to innovations that benefit both parties.
have a yearly business assurance, and we will achieve our objective of cost savings. Those are the areas where we focus on in terms of direct material costs.
Indirect material cost includes maintenance, and the IT spend where we look for better yield or better services to enhance our performance timelines. If your indirect spent is of OpEx nature, you need to focus on increasing the life cycle of that particular maintenance so that you can get more advantage. Cost is not a hinderance for us because the quality remains fixed. We cannot change even the HVAC system because that would again need requalification. So, any change in pharmaceutical Plant needs revalidation. We only focus on the services where we can increase the life cycle so that’s how we manage the cost as well as the quality.
How has data analytics influenced your decision-making processes in planning?
Gaurav Arora: The pharma and biotechnology sectors have been the leaders when it comes to adopting technology and track & Trace technology has been getting implemented for two decades now. To tell you the fact, today it is mandatory for every manufacturer who is primarily focusing on exports, imbibe these tools. There are a lot of analytical tools available in the market that provide the requisite data on the medicines that are going to be in shortage in the next few months in target territories, and also suggesting optimal / alternate changes if required. Even though factors such as the pricing of raw material, pricing of API, import export data of all those products,
competitors’ price points, the EDQM that they are selling and the constant changes in the regulatory compliances are going to fix a medicine’s price band in different countries because in some of the European countries, governments decide the price and no pharma company is allowed to sell over or below that price band. But to trace the demand pattern, there are a lot of websites available on the paid subscription basis that offer companies the requisite data to anyalyse the demand pattern. In India also, the adoption of Track & trace has increased substantially.
Girish KK: I feel we have lot of data with us, but we are unable to derive useful information out of it. In my current organization, we are trying to make sure that we are able to utilize the data from a right point of view. We have got a lot of analytical tools in place by way of which one information itself can be analyzed in multiple ways. Just to give an example if I’m looking at a stock in transit, there are multiple transporters working for us across the country. I cannot wait for their MIS to come to me directly, it has to be one single source of truth for me, and it cannot be one Excel dump where I am required to do a pivot table and work around it. Data has to come to me in a dashboard format which can be easily understood and in the near future as we progress, I’m sure this is going to control a lot of uncontrollables that we talk about.
Srinath Reddy: In the alco-bev industry, the lead time from the time we brew to the time it gets packaged as a beer ranges
from 12 to 28 days with each point being a long process. At every point, we need to understand the quality and the quantity of the brew that is available and that is made possible currently with the usage of data analytics. Through technology, we know exactly at what temperature the particular brew is and what kind of quantity that we can expect to get in the next 20 days. That is helping us to compete in the market. Apart from this, we are using Connected Brewer Technology and once the product is packaged, the movement from the brewery to the warehouses gets also tracked through technology. We also use a lot of management information dashboards, which work on tools such as Power BI. In summary, we can’t discount the data driven decisions at least in planning.
How should one approach risk management in supply chain planning?
Gaurav Arora: To implement operational risk management, it is significant to get the big picture first. Risk management depends on fast and complete information of potential risks. This is related to the concept of availability. Even if a risk is known, it may not be present and documented in a certain situation. It might be identified and documented later, but in a completely different context.
It is also imperative for the risk management team to get in touch with other stakeholders and employees directly involved in related manufacturing and supply operations to regulate what they know about risks. For example, shop floor operators may have unspoken and
undocumented knowledge. They know the details and can contribute to risk identification and management. A perfect and effective risk management system can be embedded into a pharmaceutical quality system by first identifying the elements in a complex supply chain. Unit operations and interfaces are the primary work packages to be considered. Risk assessments on a unit operation level result in a risk register or risk library, which is maintained by risk ambassadors. A single process for risk management embedded in the quality system integrates project controls, management, and product quality reviews. Modern technology can be used to present the right metrics, allowing the organization to make timely, fact-based decisions about operational risks.
Srinath Reddy: I’m currently working in alco-bev industry, where we need to be aligned with the government regulations and state excise norms that keep changing with time. It becomes a challenge for us to comply with the regulations. We need to change our labels on the product very frequently and of course we have SKUs like bottles and cans, so everything needs to be changed. To do so, we have very little time in hand because it’s a highly competitive market and it’s where the customer just walks in and takes what one likes. There’s no concept of brand loyalty. That’s where it becomes very critical to manage this risk and keep everything at the back end ready. We need to have a contingency plan in place so that we are able to ensure that the product reaches
Materials procurement has traditionally been driven by analysis of past demand data – an approach that has obvious limitations in times of demand fluctuation and uncertainty. Today’s solutions, however, include predictive models. Demand-driven material requirements planning (DDMRP) – an extension of traditional MRP – helps organizations become more agile and adaptable without compromising the quality of their product.
Improved resiliency starts with robust identifying competences that enable pharma companies to proactively sense possible risks and proactively act. This requires an amplified range and depth of data and analysis to monitor and evaluate a inclusive set of risk indicators. Although most companies track financial and operational risks, leaders are increasing their scope to screen possible threats in cybersecurity, ESG, and geopolitical risk that could disturb the supply chain. Upstream supply chain visibility for tier 2+ suppliers is also vital since risks can resound crossways the value chain. Finally, once a company notices vulnerabilities or probable disruptions, it must understand how the disruptions will impact the business. That way supply chain managers can take suitable action.
the right consumer at the right time.
Girish KK: I would classify Risks into two categories – Lead risk or a known risk and a lag risk or an unknown risk. Suppose I am running a business in supply chain, I know that festive season is always going to have its own share of challenges wherein the hubs are going to be choked or the transporters are not going to be available. This is a lead risk for me, which I already know of. I need to now mitigate that with proper planning. I try to look at lines where I can optimize and send direct vehicles to the customer rather than sending it through an Express partner. I try to find alternatives and see whether I can get more regional partners into the play. I know there is a risk which can be preempted, and I have to take enough precautions and try to align my supply chain accordingly. Unknown risks are something which we don’t have control over and is similar to a regular firefighting that we do on a dayto-day basis. For instance, a vehicle was supposed to arrive at a certain time, but it broke down in the middle. This situation is something you can’t do much about. Such eventualities typically need good communication and ‘as-fast-as-possible’ kind of reaction time. In a nutshell, for me, managing risk is how does one plan for the lead and the lag risks, which makes a lot of difference in the industry.
Customer satisfaction is of paramount importance when it comes to after-sales services. In your view, what are some best ways to tackle the unique supply chain challenges in
Asia particularly regarding the responsiveness to customers?
Yogesh Sarin: Let me give you a brief about aftermarket services, which also includes reverse logistics. When you sell a product, along with it, you sell a commitment, a promise that you want to serve customer for the confidence bestowed on the product and the company. Now to make that happen, you must ensure an immaculate network of supply chain in terms of spare parts availability and capability to cater to timelines you have promised at time of sale. These SLAs may again be specific to the industry and products. Considering that you have a great set of partners for spare parts supply and logistics, you start with the demand planning and forecasting, operate dynamic inventory levels, with logistics turnaround of transport that’s needed. We must also consider risk management in terms of stock-outs, compliance and importexport laws, etc., all of which need to be in sync. In short, you need to understand your customers’ needs and tailor your services to meet their expectations.
Successful supply chain planning often involves collaboration across various functions. How do you foster effective communication and collaboration between different functions like supply chain, procurement, finance and other departments?
Srinath Reddy: Fostering collaboration across supply chain, procurement, finance, and other functions is essential. We achieve this basis the following:
Aligning Goals: Ensuring all functions work towards shared metrics like forecast accuracy, BIAS, Plan adherence and the associated service levels.
Facilitating Engagement: Leading structured S&OP meetings and workshops for open dialogue and joint problem-solving by discussing forecasts, risks, opportunities, and supply-demand alignment.
Driving Transparency: Utilizing tools like Power BI etc. to provide real-time data sharing and centralized dashboards to ensure visibility across departments, ensuring all stakeholders have access to consistent and accurate information.
Building Culture: Promoting trust, open communication, and cross-functional understanding through initiatives like Talent as a Service.
Ensuring Accountability: Clarifying roles, tracking progress, and celebrating joint achievements.
This approach ensures alignment, efficiency, and agility in meeting business objectives.
Girish KK: Complexities are immense when you are managing high-volume fast fashion retail business and thus is the need to collaborate across verticals. I am talking about managing approx. 2.53 crore units of merchandise coming in from vendors to the warehouses and the equal quantity of stocks is in transit from the warehouses to the retail stores.
Another reason for collaboration is the shift in the constantly evolving customer
demands. About a year back, if I were to say that I’m doing my supply chain at the lowest cost and at an average of 4-5 days in terms of transit time, it used to be considered as a good supply chain model. Now there has been a dramatic shift wherein the requirement has shifted to ‘as-fast-as-possible’, making the supply chains even more critical. Just to give a perspective if I were to send a stock from Bengaluru to Hyderabad, people always compare it with the transit time of a bus, which takes about say 14 or 15 hours to reach and then ask us why can’t I deliver the same stock in terms of logistics in about 14 hours or worst case the next day. That’s the complexity I am talking about.
When it comes to planning, companies need to have a very robust system in terms of integrating or collaborating with multiple stakeholders, be it the planning team or the sourcing team or the logistics and warehousing team or the express partners whom we work with. To manage such a complex web of operations, there needs to be a robust system enabled by technology.
To deal with such contingencies, our organization has deployed a complete product life cycle management suite, fabric sourcing tool, vendor management tool, vendor PO management, carrier engine which integrates the vendor with the transporter and then the transporter has to be completely integrated in a robust way through a proper API so that there is seamless flow of data. Moreover, there are two points to it – one when you talk about the plan, earlier you take
an annual operating plan and then you average out your requirement per day and I have to process so much of units, and during peak season, the volume can go up multifold. In such scenarios, I cannot take a straight-line average, which means that with the growing demand or the reduction in demand, I have to plan my supply chain efficiency accordingly. One is the overall annual operating plan. The second is to analyze the requirement from a day-to-day perspective. We need to keep the system updated with daily sales happening at the stores and the replenishment requirements getting generated out of every store on a dayto-day basis. All these require a lot of collaboration, and it has to happen in a robust way.
With the ongoing advancements in supply chain technology, what are those innovations that you find most impactful in your planning and forecasting processes?
Gaurav Arora: Decision-makers who are skilled at forecasting technology innovation have a competitive advantage. By gaining knowledge in forecasting technology, you can provide businesses with up-to-date data and analytical insights that can inform decisionmaking. Explore analytics tools to help companies analyze past trends and accurately predict future trends, allowing them to make more informed decisions. Here are four tested and proven methods you can explore and implement in your demand forecasting process:
Historical Data Method: Start forecasting demand by analyzing past sales data. The historical data method helps you get a rough estimate of demand for your products or services by monitoring past high and low periods of demand. It enables you to get a baseline prediction.
Market Research and Delphi Method: What better way to understand consumer demand than talking to and collecting their data? Even though this direct market research approach involves considerable efforts to send out surveys to consumers and collect and analyze their feedback, it also gives you valuable first-hand insights into the minds of consumers. Similarly, the Delphi method involves talking to market experts to get their opinion on market demand. Both methods involve human interaction and can help you draw on the knowledge of people with different areas of expertise.
Predictive Sales Analytics Method: Predictive supply chain analytics helps you estimate demand and understand what factors drive sales and how consumers will behave under certain conditions. The visibility provided by the combination of ML algorithms and advanced IoT highlights every step of the supply chain to build a demand forecast.
External Macro Forecasting Method: Analyzing trends in the broader economy and determining how they will affect your business goals helps you understand the larger external market forces. You also get to monitor the availability of
Girish KK, Assistant Vice President, Reliance Retail Ventures Ltd.
I feel we have a lot of data with us, but we are unable to derive useful information out of it. In my current organization, we are trying to make sure that we are able to utilize the data from a right point of view. We have got a lot of analytical tools in place by way of which one information itself can be analyzed in multiple ways. Just to give an example if I’m looking at a stock in transit, there are multiple transporters working for us across the country. I cannot wait for their MIS to come to me directly, it has to be one single source of truth for me, and it cannot be one Excel dump where I am required to do a pivot table and work around it. Data has to come to me in a dashboard format which can be easily understood and in the near future as we progress, I’m sure this is going to control a lot of uncontrollables that we talk about.
As an S&OP leader, we look for impactful supply chain technologies to improve accuracy, agility, and alignment in planning and forecasting processes.
• AI and Analytics: For accurate demand forecasting and real-time insights
• Integrated Tools: Platforms like S&OP-FIT for data alignment and centralized visibility
• Digital Twins: Simulating scenarios for proactive risk management
• IoT and Real-Time Data: Enhancing inventory and shipment tracking
• Cloud Platforms: Enabling seamless cross-functional collaboration
• Machine Learning: Automating processes and refining forecasts
raw materials and other factors that can directly or indirectly affect your manufacturing and the overall supply chain. Like previous methods, AI software helps you gather and analyze the correct information and present it as a proper report.
Accurate demand forecasting can benefit from these techniques, but to achieve ultimate success in forecasting demand, it’s vital to address obstacles and consider the significant variables influencing the predictions.
Girish KK: I would like to bring your attention to the concept of Direct Store Model, which to me, is one of the biggest innovations currently shaping up in the retail space. The logic behind the direct store model is saving time, suppose we take one week in primary transit and then another 4 days from my warehouse to the stores, I take about 10 to 12 days to reach the end consumer, which not only reduces my efficiency but also adds up on the cost. The logic is can I do this from the vendors’ warehouse directly to deliver to the store anywhere in India in about 5 days using multimodal transportation. Now this requires the integration between the vendor. The vendor has to pack at a store level. Currently he’s packing at the warehouse level. He has to pack at a store level then we need to integrate the courier partners to ensure that they’re able to pick these small parcels and then route it to pan India. Here I’m talking about serving 3,000 stores. If I talk about the combination of the entire vendor base to store, I’m talking about 6.5 - 7 lakh lines that I’m supposed to route. This is the complexity that we have, and this is going to be the first of its kind in
the world as far as fashion and lifestyle is concerned. Now the question is do I have any technical backup to do this activity. The clear answer is no because it has never been done before nor has it even been thought of before, so we need to build an integrated tech platform, which starts right from the vendor. We have the platform till the vendor in terms of packing, now I need to have the visibility of what the vendor has packed, which transporter is supposed to pick up my goods, when is he going to pick up goods, if he has picked up, then at what time he’s going to deliver and how much of the percentage of stocks is delivered within the required SLA that we have been talking about. So, the entire end-toend bit is tech development. This entire process is almost complete now, which took us 3-4 months’ time and the endto-end visibility is currently available for us to pilot.
Given the importance of strong supplier relationships, what strategies do you find most effective for maintaining these partnerships to be productive? In these times of supply chain volatility, how do you engage with the customers and maintain those relationships?
Yogesh Sarin: Maintaining strong supplier relationships and engaging with customers effectively are crucial, especially during times of supply chain volatility. Simple strategies include consistent communication with suppliers with regular check-ins which builds trust and ensures issues are promptly addressed. Implement set of key performance indicators (KPIs) to monitor supplier performance. Regularly
review these metrics to identify areas for improvement and ensure suppliers meet your standards. Focus on building longterm relationships with suppliers. This involves aligning goals, sharing risks and rewards, and fostering mutual growth. Encourage suppliers to contribute ideas for process improvements and co-develop solutions. This collaborative approach can lead to innovations that benefit both parties.
Gaurav Arora: It’s a very important question as far as our industry is concerned because there is a lot of risk involved in term of regulatory compliances. Apart from the business assurance, which we give to our partners in terms of annual or maybe long-term perspective, there are three strategies which we majorly work on before selecting them. Apart from the due diligence which we do in term of their financial health or quality, there are two types of quality audits, which we do for their qualification. We also have a different sourcing strategy in place. One is based on their technical enhancement so that they are well qualified and well aware of our requirements in terms of our territory so that the supply chain link gets completed with the final objective of regulatory requirements. For instance, if our medicine goes to the UK market and the UK Government has come up with some new norms to qualify those medicines and if we are using their raw material, we qualify those raw material vendors and their vendors also because vendors’ vendor is also now in the purview of those regulatory agencies.
To build the relationship, there are certain possibilities that they may get the disadvantage of the competition because there is a lot of competition
in term of geopolitical issues. Suppose if I am having a vender in India and another vendor from China is supplying those raw materials at cheaper cost, there are chances that companies would like to go with the vendors with the lesser cost. Having said that, it’s not always the case because beyond cost, we need to judge them on the basis of the quality parameter as well. Again, there is another possibility of giving them the cost advantage by increasing the volume or increasing the yield of those raw materials. In a nutshell, we work together on a model which can enhance their yield to produce 1kg of material, which goes into our finished products and how we can maximize those yield to compete with the Chinese vendor.
The third strategy is to decentralize sourcing in term of offshoring from different places because under the PLI scheme, some policies put anti-dumping duty on the import of a few raw materials. In that case, we find our sourcing partners across the globe so that we don’t face any supply disruptions. To give you an example, one of our chemical suppliers, BASF, has 3-4 manufacturing sites
globally. We have to qualify all those four sites so that if some geopolitical issues arise in the future, we can immediately switch to other sites which can supply us the material without any hassle. These are some of the strategies which we majorly follow apart from cost and quality.
do you envisage the future of supply chain planning?
Gaurav Arora: Given the volatile environment, the time is right for pharma companies to reimagine their supply chain strategies. Building resiliency in the supply base requires a comprehensive approach that encompasses three key elements:
Resilience and Act: Improved resiliency starts with robust identifying competences that enable pharma companies to proactively sense possible risks and proactively act. This requires an amplified range and depth of data and analysis to monitor and evaluate a inclusive set of risk indicators. Although most companies track financial and operational risks, leaders are increasing their scope to screen possible threats
in cybersecurity, ESG, and geopolitical risk that could disturb the supply chain. Upstream supply chain visibility for tier 2+ suppliers is also vital since risks can resound crossways the value chain. Finally, once a company notices vulnerabilities or probable disruptions, it must understand how the disruptions will impact the business. That way supply chain managers can take suitable action.
Allay: Pharma leaders are moving outside outdated business-continuity planning controls such as building inventory, alternative sourcing, and moving production in-house. Instead, they are looking for newer ‘out-of-thebox’ methods that enhance dexterity and strengthen the resiliency of the supply chain. Some examples include the following:
b Qualification quickening, which is valuating requirements to decrease qualification time for new suppliers or materials.
b Regulatory attentiveness, which results in smart, flexible filings to minimize authority involvement and enable adaptability during times of disturbance.
b Supplier partnership and development, which refers to participating in supplier relationships to improve perceptibility and planning (such as sharing forecasts) and build aptitudes.
Incentive: Challenges curtailing from the pharmaceutical supply chain resound across the whole industry. But pharmaceutical companies are not alone in facing these challenges. They should look for opportunities outside their individual organizations to collectively boost resiliency. For instance, industry partnerships with peer companies current exclusive opportunities to share best practices through shared forums. These partnerships can also help jointly affect the supply chain and even create the opportunity to share or exchange supplies. Industry groups can also work with governments to figure policies. From regulatory filing requirements to funds to manufacturing capacity, government
By streamlining supply chain planning processes, integrated planning solutions help businesses improve operational efficiency and navigate the complexities of today’s supply chain landscape. Cloud-based solutions offer scalability and flexibility, allowing organizations to accommodate business growth and seamlessly integrate with third-party systems. This delivers a holistic view of the supply chain, facilitating collaboration among different teams and stakeholders, and breaking down silos that hindered efficient planning processes in the past.
collaboration can lead to large-scale changes that transform pharmaceutical supply chains.
Srinath Reddy: The future of supply chain planning will focus on agility, integration, and sustainability. The below trends will make supply chain planning a strategic driver of growth and resilience.
b Hyper-Integration: Real-time data sharing across ecosystems.
b AI and Analytics: Accurate forecasting and proactive scenario planning.
b Digital Twins: Simulating and optimizing supply chain strategies.
b Sustainability: Prioritizing resource efficiency and carbon reduction.
b• Resilience: Adapting quickly to disruptions with real-time insights.
b Empowered Teams: Using AI-driven tools for strategic decision-making.
In 2025, supply chain planning is expected to continue evolving with advancements in technology, shifts in consumer demand, and increased emphasis on sustainability and resilience. Here are some key trends likely to shape supply chain planning by 2025:
AI and Machine Learning Integration: AI will enhance forecasting accuracy by analyzing large volumes of data, enabling businesses to predict
demand fluctuations and potential disruptions. Machine learning will drive smarter decision-making in areas such as inventory management, route optimization, and demand sensing, reducing human intervention and errors. AI-powered systems will handle more decision-making autonomously, optimizing supply chain operations in real-time.
Collaborative Planning and Integration: Companies will increasingly partner with suppliers, logistics providers, and customers, leveraging shared data and joint planning tools to improve efficiency and reduce lead times. Cloud-based platforms and ERP systems will become more integrated, allowing seamless communication between various stakeholders and facilitating better coordination. Companies from different industries may collaborate on logistics and distribution networks, sharing transportation and warehousing resources to reduce costs and improve efficiency.
Demand-Driven and Agile Planning:
Supply chains will become more agile, allowing companies to quickly adapt to changing consumer demands, market conditions, and disruptions. Rather than relying on traditional push models, supply chains will shift toward demanddriven models that respond to actual customer needs and preferences in realtime.
Cloud and Edge Computing: Cloud platforms will allow for more scalable and flexible supply chain planning, enabling real-time updates, collaboration, and quicker responses to changes. Edge technology will allow data to be processed locally (closer to where it’s generated), improving speed and reducing latency, particularly for real-time supply chain monitoring.
Personalized Customer Experience: Companies will increasingly use supply chain data to offer hyper-personalized products and services, responding to individual customer preferences and demands in real-time. Advanced 3D printing and additive manufacturing will allow for the production of custom goods on-demand, reducing inventory costs and enabling more personalized offerings.
These trends highlight how supply chain planning is becoming more data-driven, sustainable, agile, and technologically advanced. In 2025, businesses that effectively leverage these trends will be better positioned to respond to rapidly changing market conditions, manage risks, and deliver greater value to customers.
It is always a privilege and a delight to celebrate the remarkable journey of leaders who began their careers when supply chain was regarded as mere backroom logistics and have since reached pivotal roles, shaping the future of their organizations. At our recent conference in Bengaluru too, we honoured these exceptional trailblazers who stand in a league of their own. These interactions revealed their lighter side, showcasing not only their professional excellence but also their ability to strike a harmonious balance between work and personal life. This series is a tribute to their enduring legacy—inspiring the next generation of professionals to follow in their footsteps.
“I believe that the absence of challenge and pressure often indicates that we are either not ambitious enough or not moving in the right direction, potentially leaving us vulnerable to unpleasant surprises. Pressure is a natural companion to growth and progress, and by maintaining a clear vision, leveraging technology, and fostering collaboration, I turn it into a motivator that drives success rather than a barrier,” shares Anil Tomar, COO, Aliaxis India Region, Member Board of Directors at Ashirvad…
What has been your passion project till date?
Setting up a future-ready organization at Ashirvad by Aliaxis has been my most fulfilling passion project. The initiative focused on fostering skills for efficiency, agility, profitability, customer service excellence, and innovation to ensure sustainable growth.
India has a vast reservoir of young talent, and this presents an incredible opportunity to harness their potential. A key aspect of the project was empowering this talent by creating a culture where a young engineer has the same opportunity to create an impact as a manager with decades of experience. We built a diverse team by integrating experienced professionals with expertise in core technology and young talent skilled in data analysis, AI, and IoT, striking the perfect balance between technical depth and digital innovation. Alongside, we emphasized strong fundamentals in operational basics, agility in decision-making, and encouraged creative thinking to solve problems and innovate.
This transformation focused on streamlining processes for reliability, efficiency, enhancing profitability through smarter operations, and elevating customer service excellence by delivering innovative, customer-centric solutions. It has been a deeply rewarding journey, showcasing how India’s young talent, when empowered and equipped with agility, can drive remarkable progress in building a future-ready organization.
How do you unwind yourself after a tough day @ work?
Unwinding for me is about combining relaxation with learning and reflection. I enjoy strength training, reading, and watching geopolitical discussions, business case studies, or interviews with business leaders to gain fresh perspectives. Engaging in household chores, such as ironing my clothes or vacuum cleaning, also serves as a simple yet effective way to relax and clear my mind.
How do you manage the pressures and the challenges that come with the job?
I see every challenge as an opportunity to grow and improve. Pressure, when managed well, sharpens focus and drives results. I handle it by staying calm, prioritizing tasks, and breaking
challenges into manageable parts. Building trust within the team is crucial—it ensures collaboration and support during tough times.
I believe that the absence of challenge and pressure often indicates that we are either not ambitious enough or not moving in the right direction, potentially leaving us vulnerable to unpleasant surprises. Pressure is a natural companion to growth and progress, and by maintaining a clear vision, leveraging technology, and fostering collaboration, I turn it into a motivator that drives success rather than a barrier.
In unforeseen situations, adaptability, resilience, and impact-oriented thinking are crucial. Embrace change not as a setback but as an opportunity to innovate and grow. Learn the art of getting things done and build trust—these are the foundations for navigating challenges effectively.
What’s your Success Mantra?
I believe the customer and the community we serve must be at the center of everything we do, ensuring that our actions create meaningful impact. My success mantra is built on Energy, Commitment, Hard Work, Focus, Continuous Learning, and a Positive Outlook. I emphasize balancing short-term priorities with long-term goals and strengthening the core while exploring new opportunities to drive innovation and resilience. Seamlessly integrating strategic vision with tactical execution, I prioritize building trust and fostering the speed of trust, which accelerates decision-making, enhances collaboration, and ensures sustainable success.
What’s your Leadership Style?
My leadership style is centered on inclusivity, high performance, and collaboration, with a strong focus on building a team culture that thrives on energy, challenging the status quo, and always putting the customer first. I also practice situational leadership, adapting my approach based on the needs of the team and the situation. Whether it’s providing hands-on support, empowering team members to take ownership, or offering guidance during critical moments, I believe flexibility is key to effective leadership. By fostering a culture of trust, accountability, and innovation, I aim to inspire and enable the team to consistently deliver their best.
One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals…
In unforeseen situations, adaptability, resilience, and impactoriented thinking are crucial. Embrace change not as a setback but as an opportunity to innovate and grow. Learn the art of getting things done and build trust—these are the foundations for navigating challenges effectively.
Draw lessons from the past, but don’t rely on copy-paste solutions. Instead, focus on anticipating future mega trends, developing new-age skills, and addressing unprecedented challenges with creative, forward-thinking approaches. Use technology as an enabler and approach every assignment with a mindset of innovation and excellence. Avoid dwelling on constraints—channel your energy into creating positive, longterm impact for the organization by staying proactive, prepared, and solutions-driven.
A book that has helped you at work
‘The First 90 Days’ by Michael Watkins has been instrumental in shaping my approach to transitions, enabling me to drive impact quickly in new roles. Additionally, ‘CEO Excellence’ by Carolyn Dewar, Scott Keller, and Vikram Malhotra has provided
invaluable insights into leadership principles and practices that drive outstanding organizational performance.
A book that you can read any number of times or a movie you can watch any time.
‘Good to Great’ by Jim Collins is a book I can revisit repeatedly for its timeless lessons on building enduring companies. Similarly, the biography of Steve Jobs by Walter Isaacson and the movie ‘Steve Jobs’ are constant sources of inspiration, offering deep insights into innovation, leadership, and the pursuit of excellence.
What is the best and worst advice you have received?
Best advice: “Value your time—it’s your most precious resource.” Set a high imaginary hourly rate for yourself, focus on high-leverage activities, and avoid spending time on tasks that don’t align with your goals and organization’s objectives.
Worst advice: “Stick to the way things have always been done.” Staying stagnant is the surest way to lose relevance.
What’s the best way to build a high-performing team?
Building a high-performing team starts with establishing a clear, shared vision that aligns and motivates everyone toward a common goal. Such teams thrive on diversity of skills, perspectives, and experiences, which fuel innovation and effective problem-solving. Trust and accountability are essential, but so are interdependence and collaboration—ensuring that team members not only excel individually but also rely on and elevate each other to achieve collective success.
As a leader, I focus on empowering the team by removing obstacles, providing the right resources, and creating opportunities for development. I encourage open communication and feedback to foster transparency and continuous improvement. By celebrating successes, learning from failures, and leading by example with commitment and adaptability, I create an environment where individuals feel valued, challenged, and supported. High-performing teams are built on alignment, empowerment, interdependence, and a culture that prioritizes collaboration and shared ownership of results.
“It is very important to embrace aspects such as adaptability, cultivating a mindset of flexibility and openness to change for surviving and sustaining in unforeseen situations. This means willing to reassess your plans, pivot when necessary and approach the challenges with problem solving attitude by staying adaptable. By doing this, you are better equipped to navigate uncertainty and find creative solutions to unexpected obstacles,” believes Bheem Manthale, President – Operations and Supply chain, Parag Milk Foods.
What has been your passion project till date?
I was a part of several critical projects that offered me immense learning, growth amid facing multiple challenges, be it greenfield construction of refineries, installation and commissioning of high-speed bottling lines or multiple assignments on packaging plants/multiple corporate CSR projects. Among all, one project that remains close to my heart is the capability building of people at Coca-Cola using TPM, wherein I worked with more than 40 leaders and mentored them to excel in their respective roles. Today I see many of them climbing up the corporate ladder and taking up the leadership roles across industry verticals. This project really helped me understand the human behaviour and the growth of the people I mentored during the project offers me a great sense of pride.
How do you unwind yourself after a tough day @ work?
I practice medication and deep breathing, which helps me to improve my focus, calm my mind, help me to concentrate better and reduce stress. I also enjoy reading and listening to music helps me to ease out stress.
How do you manage the pressures and the challenges that come with the job?
I believe managing pressure and challenges at work is essential for maintaining well-being and productivity. I mainly prepare to-do list to prioritize tasks based on the level of urgency and importance. I break larger projects into smaller and manageable steps. I use the time management well so that I set specific time for tasks and take regular breaks to maintain the focus and prevent burnout. I clearly set boundaries, and one must learn to say no when necessary to protect my time and energy. I also practice mindfulness, incorporate the mindfulness techniques such as meditation and deep breathing. I don’t hesitate to ask for help from my mentors and share concerns to get new perspectives and solutions.
What’s your Success Mantra?
Hard work, continuous learning, adopting new technology, speed and accuracy in decision making and ability to learn
from failures and bounce back, inclusiveness, ability to articulate bigger picture and positivity & optimism while dealing with unknown.
One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals…
I think it is very important to embrace aspects such as adaptability, cultivating a mindset of flexibility and openness to change for surviving and sustaining in unforeseen situations. This means willing to reassess your plans, pivot when necessary and approach the challenges with problem solving attitude by
One must showcase integrity in doing right thing no matter what. They must possess courage to take up the right issues, have the utmost conviction and monomaniacal focus on the tasks to be achieved. Leaders must have a growth mindset when it comes to either a project or team or yourself. Leaders must be adaptable, nimble, have broad perspective, showcase speed of execution, and relentless determination. They must value differences among the team, pursue and reinforce collaboration, hold self and others accountable for any mistake, and should have a keen sense of priorities.
staying adaptable. By doing this, you are better equipped to navigate uncertainty and find creative solutions to unexpected obstacles. Besides one must showcase integrity in doing right thing no matter what. They must possess courage to take up the right issues, have the utmost conviction and monomaniacal focus on the tasks to be achieved. Leaders must have a growth mindset when it comes to either a project or team or yourself. Leaders must be adaptable, nimble, have broad perspective, showcase speed of execution, and relentless determination. They must value differences among the team, pursue and reinforce collaboration, hold self and others accountable for any mistake, and should have a keen sense of priorities.
A book that has helped you at work
The book ‘The Leadership Pipeline’ by Ram Charan has really helped create a bunch of leaders who are ready to take on new challenges and be there when organization needs them.
A book that you can read any number of times or a movie you can watch any time.
My favourite books are “What Got You Here Won’t Get You There’ by Marshall Goldsmith and ‘The Wings of Fire’ by Dr. APJ Abdul Kalam.
What is the best and worst advice you have received?
BEST ADVICE: ‘Focus on the things which you can control/ influence.’ This advice has really helped in my professional journey and has emphasized the importance of directing my energy towards aspects of the life, which I can control, and influence rather than stressing over the things beyond my control. It has encouraged me towards proactive approach and helped me to reduce the anxiety and improve my speed and accuracy of decision making.
What’s the best way to build a high-performing team?
I think best way to build a high performing team involves the several steps including…
Setting Clear Goals and Vision: Establishing the shared vision and specific measurable goals to align the teams’ efforts and motivation, building culture of helping each other to excel.
Open communication: Leaders must create environment where team members feel comfortable sharing ideas, feedback, and concerns, regular check-ins and open-door policies can help.
Diversity and INCLUSION: Encourage diverse perspectives by assembling the team with varied backgrounds and skills. This will enhance creativity and problem-solving approach.
Trust and RESPECT: Build trust among team members though transparency and accountability. Celebrate successes and recognize individual contributions.
Defined ROLES and RESPONSIBILITIES: Clearly outline each team member’s role to ensure everyone understands their contributions and responsibilities.
Collaboration and TEAMWORK: Promote collaboration through team building activities and joint projects to strengthen relationship and improve synergy.
Continuous LEARNING and DEVELOPMENT: Invest in training and development opportunities to help team members grow their skills and adapt to changing demands.
Recognition and Rewards: Acknowledge achievements and provide incentives to motivate the team and reinforce positive behaviours.
Empowerment: Encourage autonomy by giving team members the authority to make decisions in the area of their expertise. Foster ownership and accountability, cultivate a culture that embraces change and innovation, allowing the team to pivot and respond effectively to new challenges.
“While past trend based planning is done, it is the ability to sense the future turn of events with a combination of data based analysis as well as intuition, that will make one successful in any unforeseen situation in the supply chain,” emphasizes Nilanjan Das, VP & Head – Supply Chain Management, Tata Hitachi Construction Machinery Co. Pvt. Ltd.
What has been your passion project till date?
We have been consolidating Steel (commodity) purchase over the years. At our company, most of the fabricated components are made by our vendors and the Raw material input, Steel is purchased by each of the vendors individually as per their own contracts. We have engaged with three leading Indian Steel Companies and entered into Tripartite MOUs involving the Steel Co., our fabrication vendors and us. The consolidated requirement of multiple fabrication vendors now go to a single Steel Co. (and not to multiple sources and also not to any dealer/ distributor). This ensures better prices backed by a robust transparent price change mechanism. Since we follow Zero based costing with our fabrication vendors, the ensuing cost benefit is passed on to us and thereafter help us compete better in the market. Apart from cost optimization, this has hugely helped in improvement in RM availability and better/standardization of steel quality parameters. Owing to the fact that we are not direct buyers of Steel, the above initiative posed numerous challenges with regards to managing diverse vendor requirements related to logistics, ordering patterns, financing, and many others, which we had to overcome. It has taken us many years to achieve this, but I am happy to mention that we are now close to 90% of the total requirement under this consolidation. Many other similar companies have been attempting this but have not reached to such levels of competitive pricing and such superior win-win arrangements.
How do you unwind yourself after a tough day @ work?
I try to catch up on pending emails after working hours and / or spend time with family. In the morning, I do my brisk walk around the campus or lake while listening to my favourite music. That helps me relax and rejuvenate for the next day ahead.
How do you manage the pressures and the challenges that come with the job?
The success lies in not coming under pressure. I break down every challenging task into smaller meaningful steps and get facts ready on them and then work systematically. Fact based approach makes all challenges look far more doable.
your Success Mantra?
My Success Mantra is to grow and outperform. Take stretch targets and work systematically towards them. Unless the targets are really stretched, the best does not come out. To take things to the next level, aggressive goal setting is the key , even if actual results fall slightly short of them. One will find far better results compared to the past and others with this approach.
What’s your Leadership Style?
My approach is to allow employees to try their best, learn from their mistakes and improve, but never repeat the same mistake again. The constant urge to become better and better than
before and to keep trying is the way to enthuse people towards greater goals.
One tip to Survive & Sustain in the unforeseen situations…
Almost everything in supply chain is unforeseen. While past trend based planning is done, it is the ability to sense the future turn of events with a combination of data based analysis as well as intuition, that will make one successful in any unforeseen situation in the supply chain.
What is the best and worst advice you have received?
BEST ADVISE received has been ‘Don’t look for perfection in everything’. This has led to improved ability to perform, reduced the stress, and improved the focus on the goal and its intermediate steps, rather than get too much entangled in the
perfection of the plan towards it.
WORST ADVISE has been ‘Don’t go too much into details. The best strategy and execution come out of detailed fact-based analysis. It is time tested. While intuition and maverick styles may work, but without the attention to details, no worthwhile result is achieved.
What’s the best way to build a high-performing team?
First is to position the right people with correct achievement orientation. Thereafter present a clear agenda and path on what has to be achieved and even show/suggest how. Inspire the people that they can do it, and review periodically for midcourse corrections. Celebrate success and show appreciation for the ‘doers’. This merit based culture at every step, helps build teams which will always invariably perform.
For something to inspire and support your work, take a look at these quotes from true leaders.
Nelson Mandela
“A leader ... is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.”
Dietrich Bonhoeffer
“Action springs not from thought, but from a readiness for responsibility.”
Eliyahu M. Goldratt, The Goal
“I say an hour lost at a bottleneck is an hour out of the entire system. I say an hour saved at a non-bottleneck is worthless. Bottlenecks govern both throughput and inventory.”
“Be involved, be a motivator, keep challenging the team to become better versions of themselves. If you enjoy what you are doing, the pressures and challenges are not negatives but something that keeps you on your toes,” emphasizes Pratibha Nath, Director – Supply Chain, Alstom.
What has been your passion project till date?
There are so many projects that it is very difficult to choose one. All the projects that I have been associated with so far are dear to me… it could be building an organization or a project for driving efficiency. Some of the passion projects managed successfully are –
Driving the best-in-class inventory turns to hit 51 turns
Leading a project for revamping the entire bulk drug plant within a time bound period of 3-month plant shutdown
Developing a configuration centre in India for healthcare devices
Creating a new Business service organization, etc.
Currently I am leading many transformative projects, which keep me highly motivated and excited.
How do you unwind yourself after a tough day @ work?
I enjoy watching movies on Netflix. I am big fan of K-Drama and language is no barrier as long as there are subtitles in English. I enjoy all genre – Action, Comedy, Drama, Thrillers, Romance, Sci-fi.
How do you manage the pressures and the challenges that come with the job?
If you enjoy what you do, the pressures and challenges are not negatives but something that keeps you on your toes. A long walk and self-talk keep me sorted.
What’s your Success Mantra?
Be curious, keep learning, enjoy what you do and give not just 100% but more.
What’s your Leadership Style?
My leadership style is transformational and authoritative, which involves mobilising and inspiring the team towards a common goal or vision.
One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals…
As you know, supply chain professionals need to be a bit paranoid to navigate the various situations and challenges that get thrown at them every day. The sense of paranoia helps you start building your plan A/B/C/D, so that you are never caught off guard. Use data and not emotions to take decisions.
A book that has helped you at work GOAL by Eliyahu M Goldratt.
A book that you can read any number of times or a movie you can watch any time.
I have many… Crash landing on you – K-Drama, Pride and Prejudice by Jane Austen, Enid Blyton books (Malory Towers, St Claires, Famous five and the list goes on…)
What is the best and worst advice you have received?
It is up to the receiver as to how you take advice. So, there is nothing like the best or the worst advice. It depends on the situation and the understanding of the advisor. Normally the advisor has your best interest at heart.
What’s the best way to build a high-performing team?
Be involved, be a motivator, keep challenging the team to become better versions of themselves.
“When you keep sight of the long-term goals, it helps put short-term stressors into perspective. Additionally, celebrating small wins along the way boosts morale and keeps the team motivated, ensuring that we keep moving forward, even when the going gets tough,” shares Somnath Chatterjee, Executive Vice President – Head of Procurement & Logistics (Foods Division), ITC Ltd.
What has been your passion project till date?
One of my most rewarding passion projects has been transforming the ITC procurement team into a more agile, data-driven, and strategically aligned function. When I joined, I identified areas where technology, analytics, and collaborative approaches could significantly enhance our efficiency and decision-making.
We introduced data analytics to gain real-time insights into market trends, weather patterns, and supply chain risks, which enabled us to make more informed purchasing decisions. I work closely with the team to streamline processes, foster a culture of ownership and innovation, and align our objectives with the company’s sustainability goals.
By integrating these changes, we not only improved operational efficiency but also built a team that was proactive, resilient, and equipped to handle the complexities of modern supply chain challenges. Seeing the team grow in confidence and capability has been a truly fulfilling experience, and it continues to inspire my efforts in leadership and procurement transformation.
How do you unwind yourself after a tough day @ work?
A brisk walk outdoors, especially in a serene setting, helps me clear my thoughts and reconnect with nature. On some days, I indulge in a creative activity like journaling or revisiting favourite music. Quality time with family and close friends also plays a vital role in grounding me, offering laughter and emotional support. When the day has been particularly tough, I reflect on the positives, practice gratitude, and remind myself of the bigger picture—it always helps me regain balance and move forward.
Unwinding for me means stepping away from the noise and diving into something meaningful or uplifting. Watching movies is a way to relax, I enjoy watching films with powerful stories that remind me of resilience, hope, and the triumph of the human spirit—stories that stick with you long after the credits roll.
Books are another great escape, especially ones that challenge my perspective or offer practical wisdom. When I need to clear my head, a brisk walk or some time alone with good music works wonders. Tough days call for a dose of reflection, gratitude, and, sometimes, just zoning out with family or friends. It’s not about
doing anything fancy—it’s about resetting so I can take on the next day with clarity and energy.
How do you manage the pressures and the challenges that come with the job?
Managing pressure requires a methodical approach that ensures I stay calm and focused even in the most demanding situations. I begin by breaking down large challenges into smaller, more manageable tasks, which allows me to focus on one step at a time rather than feeling overwhelmed. Prioritizing these tasks based on their potential impact and urgency ensures that I’m
addressing the most critical issues first while maintaining momentum on others.
A key part of this process is leveraging the collective strength of my team. By tapping into their expertise and encouraging open communication, I make sure that solutions are collaborative, diverse, and well-informed. This not only strengthens the decision-making process but also ensures that no challenge feels insurmountable. In tough situations, I also rely on mental resilience, built through consistent mindfulness practices and a solid support system, which helps me stay grounded and clear-headed.
I’ve learned that staying focused on the bigger picture is crucial—when you keep sight of the long-term goals, it helps put short-term stressors into perspective. Additionally, celebrating small wins along the way boosts morale and keeps the team motivated, ensuring that we keep moving forward, even when the going gets tough. Through this combination of strategic thinking, teamwork, and mental fortitude, I’ve been able to manage pressure effectively and lead with confidence, no matter the challenge at hand.
My success mantra is straightforward: “Face it head-on, embrace change, and keep learning.” The business world is constantly evolving, and the only way to thrive is to confront challenges directly, without hesitation. I’ve found that facing tough situations head-on, rather than avoiding or delaying them, allows me to take control and steer them toward positive outcomes. Being adaptable is crucial because change is inevitable, but it’s how we respond to it that truly determines success.
Alongside adaptability, I firmly believe in the power of persistence. Every challenge is an opportunity in disguise, and the key is not to shy away from them but to tackle them as stepping stones for growth. There’s no shortcut to success, and the ability to keep moving forward, even when faced with adversity, is what separates those who succeed from those who falter.
At the core of everything I do is integrity. I’ve learned that while achieving success is important, doing so without compromising values is even more so. Success built on a foundation of strong principles is lasting, while anything less is fleeting. I take pride in ensuring that my decisions, both personal and professional, are guided by a clear sense of responsibility and ethics.
My leadership style is rooted in collaboration and empowerment, with a clear focus on building a team strong enough to handle any challenge that comes our way. I believe that true leadership lies in developing individuals who can stand on their own, take initiative, and tackle problems with confidence. I create an environment where trust, transparency, and open communication are at the forefront—ensuring that every team member feels valued, heard, and supported.
Rather than micromanaging, I set clear expectations and encourage autonomy, allowing my team to take ownership of their work and make decisions with the confidence that they have my support. This not only fosters accountability but also
empowers them to grow and excel in their roles. My approach is to lead by example—staying approachable, listening actively, and offering guidance, when necessary, but always giving my team the space and freedom to shine in their unique areas of strength.
Ultimately, my goal as a leader is to ensure that my team is not just capable of meeting expectations but is resilient and adaptable enough to face any challenge head-on. By instilling a sense of ownership, nurturing talent, and reinforcing a culture of continuous learning, I believe we create a team that’s not only equipped to handle today’s challenges but is also prepared for whatever comes next.
The best advice I can offer is to cultivate adaptability, curiosity, and resilience in the face of constant change. Unforeseen situations, such as market disruptions or climate challenges, require a mindset that is flexible, open to creative problemsolving, and quick to pivot when necessary. In today’s world, change is the only constant—whether it's technological advancements, environmental shifts, or evolving market dynamics. Developing the ability to embrace uncertainty and learn from each experience ensures that you can turn challenges into opportunities.
Building strong networks is equally crucial. Collaboration often unlocks innovative solutions that you might not have thought of alone. A robust network of diverse thinkers, experts, and stakeholders can provide insights, alternative perspectives, and access to resources that make overcoming obstacles easier. In our interconnected world, no one succeeds in isolation. Furthermore, investing in a deep understanding of the fundamentals of your domain, while staying ahead of emerging trends, is vital for sustained success. This includes being aware of global challenges like climate change and environmental sustainability, which are increasingly affecting supply chains, resource availability, and business practices. The combination of solid foundational knowledge, the ability to adapt to new technologies, and an understanding of these larger issues allows you to build strategies that are both resilient and forwardthinking. Success today is about balancing innovation with responsibility, and the most effective leaders will be those who navigate complexity with insight, agility, and a commitment to long-term sustainability.
A book that has helped you at work
‘Future Shock’ by Alvin Toffler and ‘Factfulness’ by Hans Rosling have been fundamental in shaping my approach to decisionmaking, especially in the face of uncertainty and rapid change. Toffler's analysis of the accelerating pace of change in society resonated deeply with me, especially his argument that we are often overwhelmed by the speed of transformation, leading to a sense of disorientation. He emphasizes the importance of questioning every assumption and adapting continuously to new realities. This insight has been pivotal in how I approach business—recognizing that the world is constantly shifting and that staying rigid or relying on outdated assumptions will only
lead to stagnation. Toffler taught me to embrace change, not as a threat, but as an opportunity for growth and innovation.
Similarly, Factfulness by Hans Rosling challenges the biases and misconceptions we all carry, often about global issues and trends. Rosling’s data-driven approach shows how our perceptions of the world are often distorted, shaped by fear, sensationalism, or outdated information. The book made me realize how crucial it is to question assumptions, especially in a fast-paced, data-heavy environment. Instead of acting on gut feelings or popular myths, I’ve learned to rely on facts and take a step back to view the bigger picture. Rosling’s emphasis on looking at the world through a lens of data and reality, rather than perception, has greatly influenced my approach to both strategic planning and day-to-day decision-making.
Both books have reinforced the idea that critical thinking and adaptability are essential, especially in today’s world where change is constant, and challenges are ever-evolving. I’ve come to understand that thriving in business isn’t just about reacting to the present but about anticipating the future by questioning established beliefs, relying on facts, and staying open to new ways of thinking. These insights have helped me guide my teams with more clarity, making informed decisions that are grounded in reality, while remaining flexible enough to pivot as needed in the face of change.
A book that you can read any number of times or a movie you can watch any time.
The James Bond films highlight some important qualities that resonate with me, especially in the context of leadership and decision-making. One of the standout aspects is Bond’s unwavering confidence and the way he handles high-pressure situations. It’s not just about being physically tough or skilled; it’s his ability to stay calm, analyse a situation, and make the right call when everything seems to be falling apart. In business, there are moments when the stakes feel just as high, and staying level-headed, even in chaos, is crucial.
Another thing I admire is Bond’s adaptability. Each mission is different, presenting new challenges, and Bond always adjusts his approach. Whether it’s utilizing the right technology or recalibrating his strategy based on unexpected twists, the ability to pivot is something I think about often. It’s a constant reminder that success doesn’t come from sticking to a rigid plan, but from being able to adapt to changing circumstances while keeping an eye on the ultimate goal.
Bond also embodies resilience. No matter how many setbacks or personal losses he faces, he always pushes forward. Whether it's facing betrayals, difficult odds, or his own doubts, he never loses sight of the mission. That persistence and ability to overcome adversity is something that speaks to me deeply. In our professional lives, we are bound to encounter challenges, but it's the ability to keep going despite the odds that sets high achievers apart.
Overall, there’s so much to learn from the way Bond handles the many hurdles he faces—not just in terms of action, but in his mindset and approach to obstacles. Whether it’s staying calm under pressure, adapting to new situations, or bouncing back from failure, these lessons are universally applicable in both life and leadership.
What is the best and worst advice you have received?
Best Advice: “Focus on building relationships; they’re the foundation of long-term success.” This advice has been invaluable in both my professional and personal life. Building strong, authentic connections with colleagues, mentors, and partners opens doors that you might not even realize are there. It fosters an environment of collaboration, trust, and mutual support, which is essential when navigating challenges. Relationships create opportunities for learning and growth, and often it’s through these connections that innovative ideas and solutions emerge. In the end, it’s not just the technical skills or experience that help you succeed—it’s the people you surround yourself with and the trust you cultivate over time. Relationships truly form the backbone of long-term success.
Worst Advice: “Play it safe and stick to what you know.” While this advice may come from a place of caution, it fails to take into account the value of growth and innovation. Growth only happens when we step outside our comfort zones and challenge ourselves to embrace new ideas and risks. Sticking to what we know may offer short-term stability, but it often limits the potential for breakthrough ideas and progress. In my experience, taking calculated risks, learning from failures, and continuously seeking new challenges has been the key to personal and professional development. While it’s important to be strategic and thoughtful in decision-making, true growth and success come from the willingness to push boundaries and evolve.
What’s the best way to build a high-performing team?
Building a high-performing team begins with a compelling and clear vision that inspires and aligns both individual and collective goals. It's crucial to understand each team member's unique strengths and talents, ensuring they feel valued and connected to a greater purpose. Empowering individuals to take ownership of their roles creates a strong sense of responsibility and belonging, driving motivation. Open, transparent communication is key, fostering an environment where feedback is not only welcomed but actively sought. Recognition for achievements, big and small, reinforces a culture of appreciation and trust.
A high-performing team also thrives on a culture of continuous learning and growth. Encouraging development opportunities and the sharing of knowledge ensures that the team is always evolving and adapting to meet new challenges. This dynamic approach keeps the team agile, engaged, and forward-thinking.
At the core of it all, trust and empathy are paramount. Creating a space where individuals feel heard, respected, and supported strengthens the bonds within the team. When each member shares a commitment to excellence and the success of the team, the collective potential becomes limitless. A highperforming team is one where collaboration, respect, and a shared vision fuel continuous success.
“I feel, it’s always how you create the conditions for your passion to thrive, rather than letting your passion alone fuel the work. When you align your efforts with your passion, it becomes easier to give your best and stay committed to longterm success,” shares Sukanta Das, President & Chief Logistics Officer, Hindalco Industries.
What has been your passion project till date?
It’s always the current or the ongoing project which I feel passionately excited about, so that I can cherish its successes later. Currently I am working on the project of greener & sustainable logistics at Hindalco.
How do you unwind yourself after a tough day @ work?
I generally drive to work; it offers a rare kind of solitude, giving me the space to reflect, process thoughts, and recharge away from the usual distractions. I feel that the rhythmic nature of driving, especially when you’re on a familiar route, can be quite meditative – helping you clear your mind and focus on what really matters.
How do you manage the pressures and the challenges that come with the job?
Challenges excite me; when you view challenges as opportunities for growth and problem-solving, it makes the process not only more enjoyable but also more rewarding. The sense of accomplishment you get from overcoming obstacles becomes part of the excitement itself.
What’s your Success Mantra?
Rather than working with passion, I work for my passion; I feel, it’s always how you create the conditions for your passion to thrive, rather than letting your passion alone fuel the work. When you align your efforts with your passion, it becomes easier to give your best and stay committed to long-term success.
What’s your Leadership Style?
My style has always been of a coach, which is to mentor & monitor. It has been an effective approach that fosters growth and accountability.
Your advice to Next Gen Supply Chain professionals…
By remaining flexible, staying informed, and continually refining your skills, you cannot only survive but thrive in unpredictable environments. I feel the ability to turn challenges into growth opportunities will define success for the next generation of supply chain professionals.
A book that has helped you at work
I am not a book reader; I like to learn from my own and others’ experiences. To me, learning from personal experiences and the experiences of others are often more impactful than reading theoretical concepts in books. It allows me to apply knowledge directly to real-world situations, adapt it to my context, and see immediate results.
What is the best and worst advice you have received?
One advice I used to often receive at my profession initially was ‘Don’t take it personally’. I think this works worst with me, as I feel that if I don’t take it personally, I won’t give my best.
What’s the best way to build a high-performing team?
Building a high-performing logistics team is about more than just operational efficiency—it’s about creating an environment where team members feel supported, valued, and empowered to perform at their best.
The last five years have tested supply chain professionals’ mettle at extreme levels. Starting from dealing with the Covid-19 pandemic to surviving the most unforeseen global eventualities such as Russia-Ukraine war or the blockade in the Red Sea, or the risks emanating from the climate change, the supply chain professionals have seen and dealt with them all. Such experiences have not only made them resilient but have also prepared them to be on their toes every time to manage such external pressures. While challenges are hard to abate, the latent opportunities are what keep the SCM fraternity stimulated to make their respective organizations survive & thrive amid such disruptive times. This Special Report in the Q&A format explores the lessons learnt and the various facets that have shaped the supply chains of tomorrow.
What lessons have been learned from the recent past when it comes to supply chain resilience?
Sharmishtha Niyogi, India Supply Chain Director, Merck Life Science Pvt. Ltd.: The post-COVID era has brought supply chain to the forefront of business world. Its critical role in revenue generation, profitable sales, and capturing market share through material availability, cost efficiency, and customer experience is now being recognized. As part of the global supply chain for a Fortune 500 company, we are heavily reliant on the import and export of raw material and finished goods. The Covid-19 pandemic disrupted suppliers, distribution centers, and ports worldwide, with unplanned lockdowns and huge backlog following the reopening. This caused supplies in various product categories to come to a grinding halt, highlighting the
vulnerabilities within the supply chain, particularly for organizations like ours with a complex global footprint.
With several disruptions in the backdrop and a strong focus on strengthening supply chain for partnering on business goals, a need for supply chain risk management tool was identified and a dedicated team was formed to address it. The objective of the team was to evolve a risk playbook through detailed value stream mapping, defining risk and tolerance, creating KPI and process matrix. The playbook defined potential action plan and process owners responsible for efficient risk management. An AI-based control tower complemented the initiative, offering prescriptive dashboards and email alerts to process owners, informing them of the potential risks and recommended action to mitigate and manage those risk.
The key learning from the initiative
was the immense value it added in building a resilient supply chain. It also underscored the fact that identifying vulnerability within the supply chain and ways of managing risk is an ongoing process and not a one-time activity. The success of such an intensive work can largely be attributed to the progressive mindset of the organization with a culture of continuous improvement ready to learn, change, and implement. Another crucial lesson was the importance of data governance and empowering data owners within the organization to maintain data quality. The risk management framework helped us adopt a structured approach that subsequently allowed us to remain adaptable and responsive to the evolving dynamics of supply chain risks.
A common risk in global supply chains is transit delay in sea freight. Unforeseen circumstances, such as a blockade in the Red Sea or a labor strike
Devendra Rawat, Former Director, Planning & Distribution – South Asia & MENA, Levi Strauss
In retail industry, the key upcoming supply chain trends that are set to transform the landscape are:
• Adoption of AI / analytics to better plan the demand by incorporating micro-signals from markets. It’s an initiative that is going to transform the supply chain with higher accuracy in planning and better control on inventory.
• Control Tower that gives real time visibility of material movement and availability. It also enables decision making for the best outcome.
• Warehouse inventory management with the latest WMS / OMS systems that enable a common pool of inventory for B2B as well as B2C shipments. Combining with omni solutions as well as bringing store inventory together, creates a large pool of inventory for serving customers.
• Warehouse automation for higher accuracy and faster movements
• RFID, enabling inventory visibility and process simplification across supply chains.
at a port, can cause uncontrollable delays, which directly affect customer service. The playbook addresses these issues by triggering the use of air freight for urgent supplies. Identified process owners, such as supply planners, are alerted to assess the impact and place air orders as needed. Simultaneously, manufacturing locations are informed of the potential increase in demand and the impact on inventory levels. Customer care teams are also updated on the issue and the affected orders, enabling them to take proactive measures to manage customer expectations.
Globally, across industries, supply chain organizations are re-evaluating the judicious use of traditional principles such as just-in-time inventory and lean manufacturing footprints. They are exploring more efficient ways to minimize supply risks, including nearshore manufacturing, strategic inventory policy, ‘plus one’ manufacturing, among others.
Considering recent disruptions, the focus of the supply chain has shifted from merely being lean and delivering productivity to becoming equal partners with business in growing market share and driving profitable revenue. Supply chain now has the potential to be a strategic differentiator, and this journey is only just beginning.
Ashwin Kak, Sustainability Consultant and Start-up Advisor: Giving an anecdote from my previous organization, AB InBev, barley was one of the raw materials that we used to procure in a large quantity, we had an agriculture sourcing program in the northern part of the country spread across Rajasthan and Haryana. We were able to secure only 5% of our sourcing needs from this program. The remaining sourcing used to be via the malt houses, in the form of processed barley.
When the Covid-19 1st wave struck, that was the first day of barley harvesting – 23rd March. All the warehouses and APMCs got shut due to lockdown, so we couldn’t buy from them because we don’t have the direct contract from the farmers. We waited for a few weeks for things to settle down, and we realized that we had the infrastructure for quality testing and purity testing ready, but ultimately the yard was the intermittent point and was not opening up anytime soon.
We then took this infrastructure
to those village clusters. Even after the Covid-19 dust started settling down, we kept on continuing with the same formula because it proved to be cost effective for us and it also established loyalty for us from the farmers’ community as we were able to deal with them directly, and not leave them high and dry during the pandemic, like many other industry players had done.
This ultimately led to the growth of the farmers’ sourcing program from 400 farmers to 2500 farmers, and from it be a 5% of our sourcing needs to 25% of the sourcing needs – all developed through the most challenging time of the Covid-19.
Another interesting story I would like to discuss is about packaging material. I would like to take the approach of Cradle to Grave further into the idea of Cradle to Cradle. In the beer industry, glass bottles have been returnable but due to Covid-19, there was no chance of getting the bottles back into the system, as most of the collection systems had become dormant. It is then that the price of buying even more new bottles every time became a huge dent on the profit margins. It was during one of these brainstorming sessions, that we also zeroed in on the saving of 95% on GHG emissions for every occasion that we reused an old bottle and did not have a new bottle manufactured for this process.
This was an ‘Aha’ moment for us where the excellent linkage between cost and sustainability was evident to a lot of colleagues across the supply-chain team. Such brainstorming sessions played an important role in both the sustainability, reverse logistics as well as the finance team very closely to ensure that the return and re-use of existing bottles would be maximized. I think these are a few classic examples that have taught us immensely to continuously innovate sustainably.
Devendra Rawat, Former Director, Planning & Distribution - South Asia and MENA, Levi Strauss:
In the fashion and retail industry, the recent past has made organizations aware of two critical elements of the supply chain that need to be addressed for resilience. The first is related to supply continuity and second is inventory management. For first, it’s critical to ensure minimal supply disruptions, and this can be addressed with nearshoring, alternate
sources of supply etc. The second one, working with the right inventory, is quite critical as well. Many retail companies are financially stressed today due to higher inventory as sales have slowed down. Hence, managing the inventory, that in turn depends on how well is your planning and order lead times, becomes important.
Karthikeyan Subramanian, Senior Director – Consulting, GEP Worldwide: The recent past, particularly the Covid-19 pandemic and other global disruptions, has highlighted several key lessons for enhancing supply chain resilience in India:
Agility is Essential: Supply chains must be nimble to adapt quickly to changing circumstances. Businesses that invested in flexible manufacturing setups and diversified their sourcing networks managed disruptions more effectively. Companies in sectors like automotive and electronics shifted production temporarily or adjusted supply sources to meet demand fluctuations.
Digitalization is Non-Negotiable: Realtime visibility across the supply chain is critical. Companies that implemented IoT and AI technologies could anticipate disruptions, manage inventory effectively, and improve coordination. Retail and FMCG companies leveraged data-driven demand forecasting to optimize stock levels during the pandemic.
Collaboration Drives Resilience: The pandemic underscored the importance of collaboration between manufacturers, suppliers, and logistics providers. Shared data and resources allowed businesses to overcome logistical hurdles. To give you an instance, pharmaceutical companies partnered with logistics firms to ensure vaccine distribution through cold-chain networks.
Diversification Mitigates Risk: Singlesource dependencies are a significant risk. Diversifying supplier bases— geographically and in terms of the number of suppliers—has become a priority to ensure continuity. Indian businesses in the textile and apparel sector, for instance, have started sourcing cotton and fabrics from multiple regions to avoid bottlenecks.
Resilient Infrastructure and Policies Matter: Weak infrastructure was exposed as a bottleneck during crises. Companies have realized the importance of robust logistics and warehousing networks, alongside government policies that enable smoother operations. In this regard, the National Logistics Policy (NLP) is an effort to build resilience by reducing logistics costs and improving multimodal connectivity.
What opportunities does the rapid growth of e-commerce offer for supply chain innovation in the country? How can traditional retailers adapt their supply chains to stay relevant?
Devendra Rawat: E-commerce sector had a profound impact on the consumer supply chains in the last decade. About nine years back when I moved from Pepsico to Flipkart, I found e-commerce to be a totally different world compared to supply chains of traditional companies. In e-commerce, SKU count runs into millions, and it is impossible to even think of doing the forecasting or planning without the intervention of technology. A true evolution of AI & ML has come from fast shaping needs of the e-commerce industry. On the distribution side, the e-commerce industry was driven by SLAs, with tight lead times and embracing automation in the warehouses, it was very different from other industries.
Today, Quick Commerce is the buzzword. The way Q-commerce
companies have created a network of dark stores to serve customers in urban areas, the question can be asked if traditional brands can learn from this strategy? Can the traditional distributors get substituted by the network of dark stores? Traditional brands will need to answer these questions with the right business case. Especially smaller brands, who are not happy with the services provided to them by the traditional distributors as most of the distributors are majorly focused on large companies who are giving them higher volumes.
Another big change that we are witnessing these days is that every brand has got its own brand store with an omnichannel presence. Online e-commerce players such as Myntra are actually doing some great work in keeping their consumers engaged with interesting storylines and user interfaces. These can be adapted by traditional brands for their own brand stores. This is where I feel we have great learnings to achieve from these players.
What are the most significant supply chain disruptions that Indian companies are currently facing? How can businesses mitigate these disruptions?
Sharmishtha Niyogi: India as an economy is experiencing unprecedented growth, amidst general slowdown of other comparable economies across globe. The pharmaceutical industry is showcasing double-digit growth year on year, with the potential of reaching an impressive size of 130 billion USD by 2030. Similarly, food and beverage industry valued at $332 billion USD in 2023, is expected to grow at a CAGR of 11%, and estimated to become nearly $691 billion USD industry by 2030. The automotive sector is also following a similar growth trajectory, with an estimated 30% of new vehicle sales expected to be electric in the coming years. With such strong signals of growth, the supply chain of India
The infrastructure challenges India faces have a significant impact on logistics efficiency, making it harder for businesses to deliver goods on time and at competitive costs. To overcome these hurdles, it is essential to invest strategically in infrastructure development, modernize transport networks, and implement policy reforms to improve logistics performance and support the continued growth of India’s economy.
Inc. is expected to develop and expand at an unprecedented pace and meet the growing demand.
While this trend is welcoming, India's supply chain faces several challenges on its way of fulfilling the envisioned readiness plan. Broadly these challenges include poor infrastructure, complicated government policies and regulations, demand-supply imbalances, a large informal economy, and a lack of quality network partners and organized logistics players.
To support this expanding economy in a country as diverse as India— spanning across thriving urban and somewhat untapped rural landscapes— basic infrastructure is critical. Good roads, reliable power supply, a strong transportation network, compliant and reliable warehouse facilities, efficient multimodal logistics network are essential for managing the scale of growth that India is experiencing and anticipating in near future. Unless these challenges are addressed on priority, there is a risk that India Inc may not be ready to fully capitalize on its growth potential and may struggle to elevate its economy to the next level.
Government support for improving road networks, power supply, and overall infrastructure is fundamental to powering India’s growth trajectory. Additionally, consolidation within the transportation and warehousing sectors will be crucial to countering the highly fragmented nature of the industry currently. It will also be essential in improving the performance of logistics players to the required standard and quality norms. Enhanced visibility through AI-based control towers, regular quality audits, and performance-based incentivization will elevate performance of these sectors.
The much-discussed Public-Private Partnership (PPP) model is essential for infrastructure development projects and enhancing rural access. Powering up industrial clusters that connect rural production centre to both rural and urban markets will also prove beneficial for creating a more efficient and sustainable supply chain.
Ashwin Kak: Indian companies, especially in the FMCG sector, have faced disruptions like raw material shortages, unpredictable demand patterns as well as rising environment and climate risks.
Businesses can mitigate these risks by adopting digital tools like demand forecasting, inventory optimization and also building resilient, localized supply chains – this helps address a lot of supply availability challenges.
A notable strategy has been the example of AB InBev to procure directly from farmer groups for raw materials –taking charge of the quality, ensuring commitment to the community and also reducing dependencies on imports as a result.
The trickier ones would be the environment and climate risks – the identification of which itself is at the nascent stages with many organizations. The subsequent integration of it into organizations’ risk management frameworks will become even more critical now.
What organizations also need to realize very soon now, is that the nature and climate related risks are no longer in the future – I had directly seen challenges with respect to flooding of manufacturing units in Kerala, cyclone’s affecting the feasibility of existing units in coastal Odisha as well the challenges of operating a plant in a state like Rajasthan with rightfully, the Ground Water Board, having very stringent norms with respect to water usage and recharge. It is here now that establishing a team of business strategy, policy-enabling and technical experts; driving the Sustainability agenda within organizations will become very critical.
Devendra Rawat: The most significant disruptions are happening due to the impact of various geo-political events on the global supply chain. These events are impacting commodity prices, shipping routes and lead times. And as most of the supply chains today are global, these are impacting almost all industries, from auto, electronics and pharma to apparel and consumer. In the short term, mitigation will be increasing inventory buffers and using alternate modes of transport. In the mid-long term, two key strategies for mitigation will be (1) developing local sources, or sources nearer to the destination (near-shoring) giving multiple sources of supply and (2) Adopting design strategies that give flexibility in operations, like alternate materials, etc.
Karthikeyan Subramanian: Indian
companies face a range of supply chain disruptions driven by global, regional, and sector-specific challenges. Here’s some of the most pressing disruptions and strategies to mitigate them:
Geopolitical Uncertainty: Geopolitical tensions, trade restrictions, and shifts in global alliances have disrupted sourcing, particularly for critical materials and components. For instance, reliance on imports for semiconductors and electronics components exposes vulnerabilities.
Diversify Supplier Base: Develop multicountry and domestic supplier networks to reduce reliance on a single geography.
Leverage Regional Trade Agreements: Tap into trade frameworks like SAARC and BIMSTEC for alternate supply options.
Rising Costs: Escalating fuel prices, inflation in raw materials, and higher labor costs are pressuring margins. The logistics sector, accounting for a significant portion of supply chain costs, is particularly affected.
Optimize Logistics Networks: Use AIdriven route optimization to reduce fuel consumption.
Adopt Energy-Efficient Practices: Transition to electric and hybrid fleets where feasible.
Cost Collaboration: Negotiate longterm contracts with suppliers to manage price fluctuations.
Demand Fluctuations: Rapidly changing consumer behaviors, especially post-pandemic, lead to unpredictable demand. Seasonal peaks in industries like e-commerce and FMCG add strain.
Data-Driven Forecasting: Use AI and ML to improve demand prediction accuracy.
Flexible Supply Chains: Build agile networks to scale production and logistics based on demand surges.
Workforce Challenges: Labor shortages,
particularly in high-demand periods, and skill gaps in logistics and supply chain management reduce efficiency.
MITIGATION:
Upskilling Initiatives: Invest in training programs for supply chain professionals.
Automation: Use robotics and AI for repetitive tasks to reduce dependency on manual labor.
Technology Gaps: Not all companies, especially SMEs, have adopted advanced supply chain technologies, creating inefficiencies.
MITIGATION:
Adopt Scalable Solutions: Implement affordable digital tools like cloud-based ERPs and IoT devices.
Collaborate with Technology Providers: Partner with tech companies to co-develop tailored solutions.
In what ways can collaboration between different stakeholders enhance supply chain performance? If you can give some examples of successful collaboration?
Sharmishtha Niyogi: The supply chain of a thriving organization functions like the nervous system, managing the flow of information, product, and payment. In doing so, it interfaces with several internal and external stakeholders. The stronger the collaboration within this ecosystem, the greater the potential for enhanced customer experiences and business success.
Supply chain organizations generate and have access to sizable transactionbased data that can be leveraged by other functions in collaboration with supply chain teams to improve collective performance of the organization through all stages of the product lifecycle. For instance, customer preference data from last mile, point of purchase can support R&D in enhancing product design to better meet customer expectations, optimize demand forecasting for production and supply to align with evolving customer needs, and enable proactive communication with customers by the customer care organization during the phase-out stage of the product lifecycle. Collaboration with commercial and marketing teams to gather
market intelligence can significantly improve demand forecasting, leading to a more robust demand plan. This is critical for ensuring better material availability and creating a win-win for both the customer and the business. Working closely with trade compliance and finance ensures that supplies to customers are compliant and financially viable. Additionally, partnerships between supply chain and IT can drive efficient and timely implementation of advanced technologies like AI, machine learning, and automation platforms, boosting transaction efficiency. Supply chain teams can also support IT in data governance. The opportunities to stack and win through close collaboration with internal stakeholders are wide and large.
Strong partnerships with external stakeholders such as vendors and 3PL network partners enable the entire ecosystem to scale up, become efficient and sustainable. This collaboration reduces damage, improves quality, and ensures profitability. From an even broader perspective, supply chains have immense potential for adding diversity in workforce in manufacturing and distribution networks, positively impacting the overall economy of the regions in which they operate. By fostering inclusive practices and creating diverse job opportunities, supply chains can drive economic growth and social development in the areas they operate and serve.
Across the complete spectrum of plan, source, make, deliver, the supply chain partners with logistics providers, distributors, retailers, manufacturers, OEMs, vendors, and customers, and drives operational excellence through collaboration.
Ashwin Kak: Collaboration among stakeholders is vital to supply chain efficiency. An excellent example is AB InBev's barley sourcing program in India, where the company directly engaged with farmers in Rajasthan and Haryana to secure raw materials, building trust and resilience in its supply chain. Another case is Britannia Industries partnering with regional dairy farmers to ensure a steady supply of milk during disruptions. During the pandemic, ITC collaborated with e-commerce platforms and hyperlocal delivery networks to ensure last-mile connectivity. Such partnerships optimize costs, minimize
Globally, across industries, supply chain organizations are re-evaluating the judicious use of traditional principles such as just-in-time inventory and lean manufacturing footprints. They are exploring more efficient ways to minimize supply risks, including nearshore manufacturing, strategic inventory policy, ‘plus one’ manufacturing, among others.
Considering recent disruptions, the focus of the supply chain has shifted from merely being lean and delivering productivity to becoming equal partners with business in growing market share and driving profitable revenue. Supply chain now has the potential to be a strategic differentiator, and this journey is only just beginning.
delays, and foster long-term supplier and community relationships. With Scope 3 emissions becoming a priority, many companies will now need to work much closer with their supply-chain partners / suppliers, to ensure they work in tandem to reduce the larger value-chain carbon emissions, as also increase the human rights practices within it.
Karthikeyan Subramanian: Collaboration among various stakeholders within an organization— such as procurement, manufacturing, logistics, finance, marketing, and sales— plays a pivotal role in improving supply chain performance. Internal alignment ensures seamless operations, better decision-making, and the ability to adapt to disruptions.
Improved Demand Forecasting and Inventory Management: Close collaboration between sales, marketing, and supply chain teams ensures more accurate demand forecasts, avoiding overstocking or stockouts.
Faster Problem-Solving during Disruptions: Cross-functional teams can quickly address supply chain disruptions by pooling expertise and aligning on solutions. For example, during the global semiconductor shortage, internal collaboration between procurement, production planning, and R&D teams helped automakers prioritize models and redesign components to mitigate supply chain risks.
Cost Optimization through Joint Initiatives: Collaboration between finance and procurement teams identifies opportunities for bulk purchasing, supplier negotiations, or alternative sourcing strategies.
Enhanced Agility through Manufacturing-Logistics Coordination: Real-time coordination between manufacturing and logistics ensures faster response to demand changes, especially during peak seasons. Example: E-commerce Fulfillment
Improved Supplier Performance through Cross-Functional Collaboration: Joint efforts between procurement, quality control, and R&D ensure better supplier performance and alignment with organizational goals.
For instance, a pharma company’s R&D and procurement teams collaborate with suppliers to co-develop new raw materials or packaging solutions, ensuring compliance with regulatory standards while reducing costs.
Driving Sustainability Goals: Collaboration between supply chain, sustainability, and operations teams enables the organization to meet environmental goals efficiently. To give you an instance, a power generation company’s supply chain and sustainability teams work together to source equipment from green-certified suppliers and optimize logistics to reduce carbon emissions.
How is technology equipping supply chain professionals to drive growth? What are the upcoming trends that we will see in the coming years as far as supply chain is concerned?
Sharmishtha Niyogi: The advent of advanced technologies will intensify competition across industries. While large enterprises will invest heavily in these technologies to achieve a quantum leap in speed and efficiency, smaller businesses will strategically adopt to overcome resource limitations and personnel constraints. These businesses will leverage predictive analytics to make informed decisions, gain easy access to customer behavior and market trends, and optimize go-to-market time through smart manufacturing, create winning market campaign through leveraging smart content and access wide or niche market basis well planned success parameters.
In this dynamic landscape of highly diversified players, the responsibility of gaining market share and building brand equity will increasingly be shared by supply chains, working in tandem with marketing and commercial teams. This integration will help align operations with customer demands and business goals more effectively.
Artificial intelligence (AI) will revolutionize every aspect of the supply chain, from optimizing shipping and delivery schedules to enhancing demand forecasting, planning manufacturing capacity, and managing inventory at distribution centers. Predictive maintenance will ensure better production line uptime, while AI-powered
Collaboration among stakeholders is vital to supply chain efficiency. An excellent example is AB InBev’s barley sourcing program in India, where the company directly engaged with farmers in Rajasthan and Haryana to secure raw materials, building trust and resilience in its supply chain. Another case is Britannia Industries partnering with regional dairy farmers to ensure a steady supply of milk during disruptions. During the pandemic, ITC collaborated with e-commerce platforms and hyperlocal delivery networks to ensure last-mile connectivity. Such partnerships optimize costs, minimize delays, and foster long-term supplier and community relationships. With Scope 3 emissions becoming a priority, many companies will now need to work much closer with their supply-chain partners / suppliers, to ensure they work in tandem to reduce the larger value-chain carbon emissions, as also increase the human rights practices within it.
The advent of advanced technologies will intensify competition across industries. While large enterprises will invest heavily in these technologies to achieve a quantum leap in speed and efficiency, smaller businesses will strategically adopt to overcome resource limitations and personnel constraints. These businesses will leverage predictive analytics to make informed decisions, gain easy access to customer behavior and market trends, and optimize go-to-market time through smart manufacturing, create winning market campaign through leveraging smart content and access wide or niche market basis well planned success parameters.
virtual reality tools will facilitate training and audits at shopfloor.
Robotic Process Automation (RPA) will automate repetitive tasks and transactions, ensuring greater precision and speed in execution. By reducing manual intervention, RPA will free up critical resources, allowing businesses to focus on reviewing AI driven data output and making timely, strategic decisions that drive growth and operational efficiency. In this new era, technology will enable companies of all sizes to operate with greater agility and precision, leveling the playing field and enabling faster, data-driven decisions.
AI-powered supply chain tools will provide higher visibility through real time tracking of supplies as they flow through the complex and everexpanding distribution network and manufacturing locations through the process of becoming finished goods. With these comprehensive insight and increased visibility, supply chain leaders well equipped to monitor the processes closely, identify potential risks and make data driven informed decision to develop risk mitigation strategies. By empowering the supply chain to take proactive actions, these AI-driven analytics and dashboards will help avoid escalations, ensure timely interventions, and protect the brand reputation of the organization.
Ultimately, AI-powered SCM tools not only streamline operational efficiency but also provide the necessary intelligence for organizations to maintain high standards of quality, compliance, and ethical practices, leading to more resilient and accountable supply chains.
Devendra Rawat: Technology is playing a key part in all aspects of the supply chain. It is enabling better planning, with
huge improvements in demand planning (right market signals and demand sensing), better replenishment with the right pull systems that work with the sales offtake and enabling operations decision making with the inputs from various IoT devices. Tech is enabling automation in warehouses, leading to more efficient and faster operations. It is helping in controlling pilferage and wastage in logistics, and solutions like RFID are making tracking and visibility better across the supply chain.
Karthikeyan Subramanian: Technology is revolutionizing supply chain management, enabling professionals to achieve unprecedented levels of efficiency, visibility, and innovation. Here’s how some of the technology is driving growth in the Indian context:
Enhanced Visibility with Real-Time Tracking: IoT devices and GPS trackers provide real-time visibility into goods in transit, enabling businesses to predict delays, optimize routes, and enhance customer satisfaction. E-commerce firms use IoT to provide real-time delivery updates, improving reliability.
Data-Driven Decision Making with AI and ML: Artificial Intelligence (AI) and Machine Learning (ML) enable predictive analytics for demand forecasting, inventory management, and route optimization. FMCG companies use ML algorithms to predict demand spikes during festivals, ensuring optimal stock levels.
Warehouse Automation: Robotics, automated guided vehicles (AGVs), and smart conveyor systems improve warehouse efficiency by reducing manual
errors and speeding up operations. Logistics leaders are adopting warehouse automation to handle increasing shipment volumes efficiently.
Cloud-Based Supply Chain/ Procurement Management Platforms: Cloud-based systems allow seamless collaboration between stakeholders, offering centralized access to real-time data. SMEs are leveraging cloud solutions to improve supply chain integration without heavy infrastructure costs. According to me, we will witness these trends in supply chain technology…
Hyper-Automation: The integration of AI, robotics, and IoT will enable end-toend automation, from order processing to delivery.
Sustainability and Green Supply Chains: Technology will focus on reducing carbon footprints through route optimization, electric vehicles, and renewable energy solutions.
Artificial Intelligence in Risk Management: AI-powered tools will analyze vast amounts of data to predict potential disruptions, such as weather events or geopolitical risks, enabling proactive responses.
5G and IoT Expansion: The rollout of 5G will enable faster, more reliable IoT connectivity, improving real-time monitoring and analytics.
Advanced Analytics for Personalization: Data-driven insights will enable customized supply chain strategies to meet specific customer needs, particularly in e-commerce and retail.
Successful internal collaboration transforms supply chains into well-oiled machines, enabling organizations to respond proactively to market demands, reduce costs, and innovate effectively. By fostering teamwork across departments, companies can achieve operational excellence and drive long-term value. For me, these are the key factors for successful internal collaboration…
• Clear Communication Channels: Teams need effective communication platforms to share data and updates in real time.
• Cross-Functional Goals: Aligning KPIs across departments ensures everyone works toward the same objectives.
• Technology Integration: Tools like ERP systems, collaborative platforms, and dashboards improve coordination.
• Leadership Support: Top management must promote a culture of collaboration and provide the necessary resources.
How does India’s infrastructure network impact the logistics efficiency?
Sharmishtha Niyogi: India's infrastructure network plays a pivotal role in shaping logistics efficiency, directly influencing the cost, speed, and reliability of goods movement across the vast and diverse country. Key factors affecting logistics performance include road infrastructure, the rail network, multimodal transportation viability, port capacity and efficiency, access to power and utilities, and government policies that affect the ease of doing business.
While India has an extensive road network, the quality of roads remains a major concern. Roads connecting rural and semi-urban areas are often in poor condition and lack proper maintenance, which hampers the performance of logistics partners. This leads to delays, higher vehicle operating costs, frequent breakdowns, and accidents, resulting in damage and loss of goods. In urban areas, traffic congestion presents additional challenges, significantly slowing down the movement of supplies, increasing delivery times, and raising operating costs.
India’s rail network, though extensive, is underutilized for freight transport. Rail routes suffer from delays caused by insufficient infrastructure, congestions, and dated technology. There is significant opportunity to enhance the rail network as a freight-friendly alternative, but the speed of Indian railways remains much slower than its international counterparts, making it less competitive. The overall transformation of this infrastructure mode is absolutely essential and must be prioritized by the government. It requires urgent attention and leadership to drive the necessary changes and improvements.
Ports also face inefficiencies, with limited automation, inadequate handling capacity, and a lack of trained resources. These factors exacerbate delays and hinder the smooth flow of goods. On the one hand, the rapid growth of startups and delivery apps have raised the bar for logistics performance, often promising quick deliveries within unrealistic timeframes ranging in minutes. However, India’s infrastructure is not yet equipped to support these high expectations, making it difficult for companies to meet these demands consistently.
The infrastructure challenges India
faces have a significant impact on logistics efficiency, making it harder for businesses to deliver goods on time and at competitive costs. To overcome these hurdles, it is essential to invest strategically in infrastructure development, modernize transport networks, and implement policy reforms to improve logistics performance and support the continued growth of India's economy.
Karthikeyan Subramanian: India's infrastructure network plays a critical role in shaping the efficiency of its logistics sector. India has made strides in improving its logistics efficiency through major infrastructure projects (Bharatmala, Sagarmala, Dedicated Freight Corridors, etc.). These initiatives have reduced transit times, improved connectivity between production hubs and consumption markets, and lowered costs for industries like automotive and FMCG.
While there have been substantial improvements in recent years, several challenges persist.
b First- and Last-Mile Connectivity: Many rural and semi-urban areas lack proper road and rail connectivity, increasing transit times and costs.
b Urban Congestion: Major cities face significant delays due to traffic congestion, affecting last-mile deliveries for e-commerce and FMCG sectors.
b Lack of Multimodal Integration: Road transport dominates (over 60%), while rail, waterways, and air are underutilized. This imbalance increases logistics costs, which in India are around 13-14% of GDP, compared to 8-9% in developed countries.
b Warehousing Gaps: The lack of standardized and strategically located warehouses leads to inefficiencies in inventory management.
Technology adoption is helping mitigate infrastructure bottlenecks:
b Route Optimization Tools: AI and GPS systems enable more efficient use of existing road networks.
b Digital Freight Platforms: Connect
The supply chain of a thriving organization functions like the nervous system, managing the flow of information, product, and payment. In doing so, it interfaces with several internal and external stakeholders. The stronger the collaboration within this ecosystem, the greater the potential for enhanced customer experiences and business success.
shippers with carriers, ensuring optimized load utilization and reduced empty miles.
b Smart Warehousing: Automation and real-time inventory management improve warehouse efficiency despite infrastructure gaps.
The National Logistics Policy (NLP) aims to address systemic inefficiencies by:
b Encouraging the development of integrated logistics hubs
b Promoting multimodal logistics parks (MMLPs) to facilitate seamless freight movement across modes
b Streamlining regulatory processes to reduce delays.
Examples of few sector-specific impact: Agriculture: Poor cold storage infrastructure and limited connectivity lead to post-harvest losses of up to 2030%. Improved rural roads and coldchain logistics are addressing this issue.
E-commerce: Many e-com companies leverage India's growing highway
network but struggle with last-mile delivery challenges in rural areas valued 30-50% of total logistics cost.
Pharmaceuticals: Reliable logistics infrastructure is critical for cold-chain distribution, especially for temperaturesensitive drugs.
Sri Hari PM, Head – SCMA India, Continental Automotive Components (India) Pvt. Ltd.
Greater dependency on imports translates in increased input cost of a product produced in India like freight, transit lead time, inventory carrying costs, etc. uncertainties are arising due to force majeure topics. Geopolitical issues are causing diversion of ocean mode goods to travel from Europe to India via Cape of Good Hope instead of the regular Red sea route, which has increased the transit lead time by two weeks. There is a shortage of containers due to dominance of Chinese Exports to the US causing scarcity, which in turn, has increased the overall container costs for imports & exports to & from India.
Having said that air cargo handling in India has come a long way and is
able to meet international standards in major airports like Bengaluru, Mumbai, Chennai, and Delhi. This needs to be sustained & improved to meet international standards. We also need to look at other states where a lot of industries have come up such as Haryana & UP.
Sea cargo handling needs to be enhanced with international standard material handling as consignments get damaged during handling. Congestions at seaports also needs to be addressed as it eats into the increased lead time very frequently. Clearance speed at ocean ports needs to be matched with international standards (ex-Singapore) so that containers reach the required destination with least lead times to required destinations. ICEGATE efficiency needs to be consistent with high standard speed as there are frequent failures or delay, causing a lot of inconvenience to importers & exporters. We need to get into trade agreements with the European countries at the earliest, considering the export potentials that has been generated.
Scope 3 emissions account for 75% of a company’s overall emissions, on average. Yet organizations struggle to track these emissions due to the intricate web of supplier and customer relationships and their extended business work streams.
SUSTAINABILITY remains one of the most important factors that affect the way companies operate in industries across the globe. However, organizations are still facing challenges with key sustainability actions such as measuring emissions, according to a ‘State of Supply Chain Sustainability 2024’ report from the MIT Center for Transportation & Logistics and the Council of Supply Chain Management Professionals.
Here are five takeaways from the report about the challenges posed by Scope 3 emissions and steps being taken to address them…
Accurate emissions accounting is paramount: Organizations that want to identify where they can reduce greenhouse gas emissions need to understand and monitor their carbon footprints. This requires that they rethink and update their emissions accounting. While companies have grown adept at calculating Scope 1 and Scope 2 emissions, calculating Scope 3 emissions remains problematic due to the complex web of supplier relationships and their extended business activities, the researchers found. Current emissions calculations are inflexible and prone to error, rendering them inaccurate. Changes are needed to the methodology ‘to make sure that the data that is being provided to regulatory bodies is accurate and can reward corporations for making sustainable choices and not negatively impacting them’.
Data outliers are common — and difficult to identify: To achieve accurate emissions reporting, organizations need accurate data. Though this sounds
simple, companies are contending with two challenges in this area: different sources of data, and incongruent emissions information as a result of different carbon tracking methodologies. These complexities cause inaccuracies that can drastically skew results and lead to incorrect reporting of emissions data, according to the report. While outlier detection is a critical part of data analysis, it is not currently performed automatically for emissions reporting. A recent MIT study proposed using an outlier detection algorithm, which could enable more precise evaluation of an organization’s Scope 3 emissions data.
Standardization is necessary across sectors: “Without these principles, enterprises lack a clear understanding of what is required for all Scope 3 emissions accounting, which means that for each regulation, they must reevaluate the emissions data to meet and share the requirements of that regulation. This is extremely labor intensive and will only increase over time unless clear guidelines are established for every sector,” the report states.
Life-cycle emissions reporting needs to be simplified: The spend-based method, which estimates emissions by
multiplying the economic value data of purchased goods or services with industry-average emission factors related to their monetary value, is often used when direct emissions data from suppliers are not available. More accurate reporting methods exist, but because they require an organization to track information that may pose privacy concerns, they are more difficult for companies to implement. In order to make the transition toward life-cycle emissions reporting possible, companies need to make advancements in emissionstracking technologies and devices.
Machine learning will transform emissions tracking: Traditional emissions-tracking methods frequently rely on recurring reporting and estimates, which are often out-ofdate and inaccurate. Machine learning algorithms can identify pollution sources and patterns in emissions, providing near-real-time updates on emissions levels by analyzing various data streams. Using machine learning has several other benefits as well. It enhances the accuracy and reliability of emissions inventories and enables timely interventions to mitigate environmental impacts; it facilitates continuous monitoring and adaptive management of greenhouse gas emissions; and it helps organizations make more informed decisions and interventions. “Ultimately, the combination of real data tracker improvements and machine learning represents a powerful tool in the global effort to combat climate change and achieve sustainability goals,” the report states.
HP's report highlights the US$8.6bn cost of device security failures and the critical role procurement and supply chain management play in reducing risk.
security failures are costing organizations
US$10.9bn annually worldwide, according to a report from HP, and continue to highlight significant vulnerabilities within procurement and supply chain processes. The data underscores the urgent need for organisations to address security when sourcing and managing technology suppliers.
HP Wolf Security's study examines the financial and operational consequences of end-user device breaches. Devices such as laptops, desktops, and printers serve as key entry points for cyber-attacks and failures in procurement and supply chain management often expose organisations to these threats. Poor visibility into supply chains, inadequate supplier assessments and prioritising cost over security during procurement contribute to significant vulnerabilities.
Ian Pratt, HP’s Global Head of Security, says: “The costs we’re seeing here are just the tip of the iceberg. Organizations need to think of device security as a businesscritical investment rather than an afterthought.” This statement highlights the need for procurement and supply chain teams to adopt security-first approaches when sourcing technology.
HP's report reveals that 68% of organizations have experienced financial or operational harm from device-related security breaches. Procurement and supply chain managers play a pivotal role in addressing these risks by embedding cybersecurity requirements into supplier contracts, procurement frameworks and ongoing vendor management.
With devices being central to business operations, organizations must prioritise secure sourcing practices. Procurement teams need to work closely with IT and security leaders to establish supplier security standards that include end-to-end device protection, firmware security and regular software updates.
Supply chain transparency is critical, with procurement professionals needing assurances that vendors adhere to cybersecurity standards throughout the product lifecycle.
The report also highlights the risks posed by complex, global supply chains. Devices and components often pass through multiple vendors, which increases the risk of tampering, counterfeit parts, or unpatched vulnerabilities. Implementing supply chain risk management practices, such as vendor audits and security certifications, helps mitigate these issues. Procurement teams must ensure suppliers comply with recognized frameworks like ISO 27001 or NIST cybersecurity standards to reduce risks at every stage.
A common failing noted in the report is the tendency to focus on cost savings during procurement. While cutting costs may provide short-term benefits, this often leads to the acquisition of devices lacking robust security features, which increases long-term exposure to breaches. By balancing cost considerations with security requirements, procurement can reduce the risk of significant financial and reputational damage.
Organizations are encouraged to adopt ‘secure by design’ principles in their procurement and supply chain processes.
This means selecting suppliers who prioritise security, provide transparency into their manufacturing processes and commit to regular updates and patches. Device security should no longer be treated as an afterthought but as a nonnegotiable procurement criterion. Pratt reinforces this, stating: “Procurement needs to move beyond just buying devices and ensure they are selecting the most secure solutions for long-term operational resilience.”
To address these challenges, organizations must:
x Integrate cybersecurity requirements into supplier contracts and procurement frameworks.
x Evaluate supply chain transparency and ensure devices come from trusted sources.
x Require suppliers to adhere to recognised security certifications, such as ISO 27001 or NIST standards.
x Conduct regular audits to assess vendor compliance with security requirements throughout the supply chain.
x Implement Total Cost of Ownership (TCO) analysis to account for longterm security risks.
These strategies ensure procurement and supply chain teams align their practices with the organisation’s broader cybersecurity goals. By doing so, they minimize vulnerabilities stemming from poorly secured devices while building a more resilient operational environment.
Procurement and supply chain professionals must embrace their role as key players in cybersecurity by embedding security standards into sourcing strategies, managing supply chain risks, and holding vendors accountable for compliance. Ian concludes: “Organizations need to think of device security as a business-critical investment rather than an afterthought.”
With a more secure procurement and supply chain strategy, organizations can protect themselves from the growing cost of device-related security failures.
