Up, Close & Personal with the Top Supply Chain Leaders
Arush Kishore, Vice President –Petchem Supply Chain Management, Reliance Industries Ltd.
Dharmesh Srivastava, Vice President –Supply Chain, Agro Tech Foods Ltd.
Sarala Menon, Former EVP– End-to-End Supply Chain, Colgate-Palmolive
Udayraj Prabhu, Former SVP & GM India, Terviva
Honouring the Best-in-Class Super Stars, Super Achievers & Exemplary Supply Chains of the Year 2024
Dear Readers,
Welcome to the July issue of the Celerity Supply Chain Tribe Magazine, our muchanticipated Annual Winners Edition! This special issue is dedicated to honouring the remarkable achievements of our industry’s brightest stars.
Every year, the Celerity Supply Chain Tribe Awards shine a spotlight on the outstanding professionals who have set new benchmarks in supply chain management. This edition is particularly exciting as we showcase the winners and their exceptional contributions in three distinct categories: Under-30 Supply Chain Superstars, Under-40 Supply Chain Super Achievers, and Exemplary Supply Chains.
In the Under-30 category, we celebrate the dynamic young professionals who have demonstrated exceptional talent and potential. These trailblazers are not just the future of supply chain; they are already making significant impacts today.
Our Under-40 winners represent the next wave of leadership in our industry. These individuals have not only shown remarkable career progression but have also taken on complex challenges with resilience and creativity. They exemplify the qualities of effective leadership, driving their organizations towards greater efficiency, sustainability, and innovation.
The Exemplary Supply Chains are corporate awards for those teams who have shown innovation, empathy and responsibility in their supply chains.
This issue captures their winning entries. Whether it’s the strategic thinking, innovative solutions, or unwavering dedication, there is much to learn and emulate.
Thank you for being a part of the Celerity Supply Chain Tribe community. Together, we will continue to celebrate excellence, foster innovation, and drive the future of supply chain forward.
Warm Regards,
Charulata Bansal Publisher Charulata.bansal@celerityin.com
www.supplychaintribe.com
Published by: Charulata Bansal on behalf of Celerity India
Edited by: Prerna Lodaya e-mail: prerna.lodaya@celerityin.com
Designed by: Lakshminarayanan G e-mail: lakshdesign@gmail.com
Printed by: Xposures, A 210, Byculla Service Industrial Estate, D K Cross Road, Byculla, Mumbai- 400027.
Logistics Partner: Blue Dart Express Limited
Continuing the tradition, the 6th edition of Celerity Supply Chain Awards once again takes pride in presenting the supply chain vanguards who have led the charge in supply chain innovation and excellence and driven transformative changes.
At Celerity Supply Chain Tribe, it was our honour and privilege to felicitate exceptional individuals for their unparalleled contributions in making supply chains a seamless and efficient business endeavour. Here, we present their lighter side, offering our readers insights not only into their business acumen but also into how they balance their personal and professional lives with grace…
Arush Kishore, Vice President – Petchem Supply Chain Management, Reliance Industries Ltd.
Dharmesh Srivastava, Vice President – Supply Chain, Agro Tech Foods Ltd.
Sarala Menon, Former Executive Vice President –End-to-End Supply Chain, Colgate-Palmolive
Udayraj Prabhu, Former SVP & GM India, Terviva India
Their achievements & innovations only complement our strict & nuanced judging process. This Cover Story presents the thought-provoking innovations successfully achieved by our Under 30 Super Stars, Under 40 Super Achievers and Exemplary Supply Chains Winners...
10 Scaling new heights
What a day and an evening that culminated into loads of knowledge sharing, friendly banters and endless dialogues with the industry’s best in class. June 27, 2024, proved to be yet another stellar date in the illustrious calendar of team Celerity Supply Chain Tribe. Presenting the sequence of the event that unfolded…
Editor: Prerna Lodaya
Their journey began in the humble confines of backroom logistics, and over the past three decades, they have not only witnessed but also shaped the evolution of the supply chain landscape in India, elevating it to the boardroom level. From ERP-based technology to seamless digitalization, from traditional godowns to advanced Distribution and Fulfilment Centres, from limited information access to real-time supply chain visibility, and from an operations-focused function to a customer-centric approach, these leaders have positioned India as a formidable player in the global market.
At Celerity Supply Chain Tribe, it was our honour and priviledge to felicitate these exceptional individuals for their unparalleled contributions in making supply chains a seamless and efficient business endeavor.
Here, we present their lighter side, offering our readers insights not only into their business acumen but also into how they balance their personal and professional lives with grace.
“I keep my focus on the People, Platform and Process equilibrium all the time. It helps in developing and sustaining a highly dynamic work environment,” avers Arush Kishore, Vice President – Petchem Supply Chain Management group of Reliance Industries Ltd.
What has been your passion project till date?
By a wide margin, it would be supplying oxygen to the country, aegis Reliance Foundation, we reached from zero to 11% of country's supply in 5 days flat. All teams worked as one 24X7 to achieve this. The best practices/policies devised in procurement, planning, transportation (rail, air, road) and unloading were then rolled out across the country by other contributors.
How do you unwind yourself after a tough day @ work? I am a voracious reader. I read one book a week, 30 pages a day.
How do you manage the pressures and the challenges that come with the job?
I keep my focus on the People, Platform and Process (PPP) equilibrium all the time. Both the external and internal environment demands agility. One of the things that lends to agility is PPP. And each company has to find its own PPP equilibrium.
What’s your Success Mantra?
Developing people has held the company in good stead. Me and my team’s success has been underpinned by right people. Luck, choice, training and learning teams have helped in papering over dissonance and deliver seamless service.
What’s your Leadership Style?
The following words come to mind: Mentoring, Training, Coaching, Democratic, Quick Decision Making.
One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals… It has to be Continuous Learning as company-career-long termism continuum is under stress.
A book that has helped you at work
Nudge by R Thaler and C Sunstein, a master class in how to polarize behavior of a large body of people with minimum intervention.
A book that you can read any number of times or a movie you can watch any time.
Yugantar by Shivaji Samant / Gandhi movie
What is the best and worst advice you have received?
It’s the same – ‘Go Have Fun’.
What’s the best way to build a high-performing team?
By keeping a focus on agility, learning and trust.
“Supply Chain Managers must train themselves to face every moment the unexpected situations as we are dealing with many uncertainties. Only a peaceful mind can look for a solution. Every problem has an opportunity for improvement,” emphasizes Dharmesh Srivastava, Vice President – Supply Chain, Agro Tech Foods Ltd.
What has been your passion project till date?
Creating a superfast supply chain of our ready-to-eat popcorn, ensuring crunchiness and freshness of our world fame Act-II Popcorn to reach consumers within few days of manufacturing.
How do you unwind yourself after a tough day @ work?
I love watching travel related programs, either on YouTube or Discovery Plus Channel.
How do you manage the pressures and the challenges that come with the job?
I practice Meditation and Pranayam that helps in seeing the situation in perspective, without being unnecessarily getting agitated.
What’s your Success Mantra?
I try to focus on my circle of influence, rather than on circle of concerns.
What’s your Leadership Style?
I try to practice Situational Leadership. As per the Situational Leadership (Hersey-Blanchard) model, you change your style as per the situation.
One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals… Supply Chain Managers must train themselves to face every moment the unexpected situations as we are dealing with many uncertainties. Only a peaceful mind can look for a solution. Every problem has an opportunity for improvement. It is very easy to get sucked into Blame Game. Instead of blaming any person for a problem, first diagnose the root cause and create a robust process, infrastructure, trained resources to handle situations for future.
A book that has helped you at work.
w 7 HABITS OF HIGHLY EFFECTIVE PEOPLE by Stephen Covey
w THE GOAL by Eliyahu Goldratt
A book that you can read any number of times or a movie you can watch any time.
I can watch my favorite Travel and Nature programs on TV and YouTube for endless hours!
What is the best and worst advice you have received?
I was lucky to have worked with some great managers in my current role in ATFL and previous roles at Gillette and P&G. I can’t point one advice but there are many such advises, which have shaped me in whatever I am today.
What’s the best way to build a high-performing team?
Trust your people, train them, take care of them. It takes hard work to build and nurture a high performing team, it takes years and years to create top performers. There are ups and downs in the career of every professional. If you support your team in the thick of the problems – they learn and become better with every passing day.
‘We are great at handling ambiguity, so leverage it.’
“I thrive on challenges, and I try not to get overwhelmed but introspect first so that I understand what's needed – big picture / what's required to be done, then break it into pieces, prioritize and address. I work very closely with my team so that they are informed and empowered. We discuss and debate to come to the best solutions and work together to get it executed,” asserts Sarala Menon, Former Executive Vice President – End-to-End Supply Chain, ColgatePalmolive.
What has been your passion project till date?
The seamless end-to-end supply chain integration for Colgate India and S Asia, the frugal innovations and automations which are being used as a benchmark in the Colgate world , and the stint in Colgate Central Europe West where I was brought in to address significant challenges and we turned it around to become a benchmark in service and costs in Europe.
How do you unwind yourself after a tough day @ work?
Family, daughters, pet, some TV but minimal
How do you manage the pressures and the challenges that come with the job?
I thrive on challenges, and I try not to get overwhelmed but introspect first so that I understand what's needed – big picture / what's required to be done, then break it into pieces, prioritize and address. I work very closely with my team so that they are informed and empowered. We discuss and debate to come to the best solutions and work together to get it executed.
What’s your Success Mantra? Tenacity and Energy
What’s your Leadership Style?
Empowering the team, Collaborative, Clarity on Vision / Mission / Reimagining the Future and Executional Excellence
One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals… We are great at handling ambiguity, so leverage it.
A book that has helped you at work w I read the Economist and I find that very useful. w Why Smart Executives Fail.
A book that you can read any number of times or a movie you can watch any time.
Godfather
What is the best and worst advice you have received?
Best advice: Do not externalise issues, take accountability and try to resolve issues.
Worst advice: Oh, it's so hard.
What’s the best way to build a high-performing team?
Clarity of vision, debate and discussion, empower, help when needed and get out of the way.
“Survive, Sustain & Flourish. Things will fail, so build early warning systems & continuity plans; build for agility so that you can recover fast and do rigorous Root Cause Analysis & Preventive Action Planning,” highlights Udayraj Prabhu, Ex SVP & GM India, Terviva.
What has been your passion project till date?
Building the supply chain of Pongamia for Terviva
How do you unwind yourself after a tough day @ work?
Reading – I have a library of about 300+ books, free subscriptions of Big Four Consulting Firms & B-Schools like Kellogs, Harvard & read a lot on LinkedIn too. But my best me-time is mornings – When I go for runs, I don't carry my mobile phone. It is great time for reflection & rejuvenation.
How do you manage the pressures and the challenges that come with the job?
I like what PayTM founder, Vijay Shekhar Sharma, once said in an interview – Job will always be difficult, so try to create history. With acceptance comes the willingness to anticipate, manage & enjoy difficulties. Find your purpose. Understand what the greater perspective isWhen the ‘Why’ of all impacted stakeholders is understood, it is easier to do the right thing. Don't try to change everything that needs to be changed. Do just one change at a time. Put in your best effort & have the humility that many things will not succeed.
What’s your Success Mantra?
Put 110% effort in the few things that you want desperately including relationships & don't worry about whether you will be successful.
What’s your Leadership Style?
Begin with the end in Mind. Have a vision, redefine it & relentlessly communicate it & show it to everyone as the reason to take actions. Hire the best talent, equip them, let them be heard, trust them & grow them. Be that friend who they can come to without the fear of being judged & shamed.
One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals… I would say – Survive, Sustain & Flourish. Things will fail, so build early warning systems & continuity plans; build for agility so that you can recover fast and do rigorous Root Cause Analysis & Preventive Action Planning. Build a reputation of truth teller even in worst times so that people don't doubt you or second guess you. Build multiple sources of knowing the truth. Things which look random in short-term have amazingly stable long-term trends (Read Sapiens, Homo Duos by Yuval Noah Harari.
A book that has helped you at work (Many)
w The Goal and all the subsequent books – Eliyahoo Goldratt
w Relationship Management – Mouton Blake
w First, Break All the Rules & Strengthsfinder 2.0 – Marcus Buckingham (Gallup)
w Conscious Leadership – Jim Dethmer
A book that you can read any number of times or a movie you can watch any time.
7 HABITS OF HIGHLY EFFECTIVE PEOPLE by Stephen Covey
What is the best and worst advice you have received?
Worst advice: When I started my first job, I was told you should drink, else success in corporate career is difficult. I did not succumb to that and realized that I never felt the pressure as I was absolutely clear in my mind that I am willing to stand up for my belief (whether wrong or right). You don't need to compromise on your beliefs or values.
Best advice: Don't take yourself too seriously: Learn to laugh at yourself, accept that you are not perfect, don't judge others & forgive easily.
What’s the best way to build a high-performing team?
w Absolute clarity & joint ownership on team goals
w Value Trustworthiness over competence
w Psychological safety to do difficult dialogues
w The special traits of your tribe.
…Every Single Time! What a day and evening that culminated into loads of knowledge sharing, friendly banters and endless dialogues with the industry’s best in class. June 27, 2024, proved to be yet another stellar date in the illustrious calendar of team Celerity Supply Chain Tribe. Months of preparations with anxiety levels shooting up & down, and if the result is just so surreal, every ounce of effort feels WORTH IT! Here’s the sequence of the event that unfolded into a plethora of opportunities & intriguing supply chain insights from the stalwarts…
The 6th edition of Celerity Supply Chain Tribes Awards & Conference was a huge affair for reasons more than one. It was once again successful in bringing together the Supply Chain Veterans who have carved their niche since last few decades & have been inspirational personalities for younger generations to follow and the new age supply chain managers who are fast finding their feat in this highly dynamic domain. With SAP Ariba, PandoCorp, Veefin Solutions Ltd., Nido Group, Argon & Co., KD Logistics, Coign Consulting, extending their abled support as the event partners, this event was a grand success. Let’s take a look at some of the glimpses of the event through this photo feature…
The official curtain raiser of the event started with the lamp lighting ceremony by
Sreenivas Rao Nandigam, Global Head of Supply Chain, Sun Pharma
Sandeep Baxla, Sr Vice President Supply Chain, Indofil Industries
Aparna Sharma, Independent Director on board of multiple companies
Sanjay Desai, VP / General Manager, Asia, Supply Technologies
Charulata Bansal, Founder, Celerity Supply Chain Tribe
THE EVENT WITNESSED A PERFECT START WITH A FIRESIDE CHAT BETWEEN
Sreenivas Rao Nandigam, Global Head of Supply Chain at Sun Pharma
Sandeep Baxla, Sr Vice President Supply Chain at Indofil Industries Ably moderated by Sanjeev Setia, Former VP - Supply Chain at Haldiram Snacks
The distinguished panel members offered some intriguing insights on the fast-changing supply chain landscape and what it would take for India to reach the envisioned target of $5 trillion economy in three years. The panelists presented some interesting anecdotes of their respective industry verticals and offered a roadmap to achieve the mission.
The first panel of the day was ‘Global Horizons for Make in India: Navigating Challenges, Seizing Opportunities’, which essentially talked about the “Make in India” initiative. It delved into the challenges being faced, opportunities being created, and explored the strategies and solutions for solidifying India’s position in the global manufacturing landscape. The panel was moderated by Sanjay Desai, VP / General Manager, Asia at Supply Technologies. The illustrious panelists included:
Nitin Joshi, Head - Logistics & Warehouse Operations, Fab India
Subodh Nagarsekar, Vice President Procurement & Supply Chain, Rentokil Initial
Ravikant Parvataneni, CEO India, Argon & Co
The next panel delved into one of the most eagerly anticipated and frequently discussed topics – ‘Elevating India's Future through Integrated Infrastructure Development in Road, Rail, Air, Seaways, and Waterways’. The expert panelists explored how integrating road, rail, air, seaways, and waterways can create a seamless transportation network, boost economic growth, and pave the way for a sustainable and prosperous future. Rajat Sharma, VP - ISCM & Customer Service at Hamilton Housewares steered the insightful conversation with panel members including…
Xerrxes Master, President, AMTOI
Vishal Raskar, AVP - Warehousing, Delivery & Spot, MCX CCL
Sanjay Kshirsagar, Head of Supply Chain - South Asia, Brenntag
Kapil Premchandani, Managing Director, KD Supply Chain Solutions
The event also addressed another crucial topic that is the talk of every boardroom discussion
– ‘Unity in Diversity: Harnessing Cross-Sectoral Collaboration for Accelerated Growth’. The panel delved into the importance of cross-sectoral collaboration among a growing array of business stakeholders, emphasizing the critical role of unified efforts across diverse sectors and departments in facilitating smooth operations and accelerating growth. The panel was moderated by Arif Siddiqui, Founder & Managing Director at Coign Consulting with panelists…
Seema Mohanty, Global Supplier Manager, Bayer
Sneha Mishra, Global Head Direct Procurement, Tata Communications
Satish Karunakaran, Director - Digital Transformation, Pepe Jeans
Nikhil Puri, Vice President- Direct Purchase, Yokohama Off-Highway Tires
Tannistha Ganguly, Global Head, WMS (IT Delivery), Kimberly-Clark
The next panel for the day was ‘Supply Chain Resiliency & Risk Management’, a highly crucial topic for companies. Emphasizing the importance of agility in adapting to unexpected challenges and disruptions, industry leaders underlined the importance of developing robust systems to manage risks and enhance security. Our moderator, Lt Colonel Vijay Nair, Director – Oraculi & Dux, brought in a perfect balancing act to steer the conversation in the right direction among the expert panel members…
Vijay Shetty, SVP – Global Distribution & Supply Chain, Alkem Laboratories Ltd
Manika Bhargava, Director – Supply Chain, Dow Chemical International Pvt Ltd
Pavan Sharma, CEO & Co-Founder, Planetwise Pte. Ltd
Neha Singh, VP Global E2E Supply Planning Transformation, Diageo
Anshu Verma, Head External Manufacturing, Jubilant Generics Limited
Venkatasubramanyam S, Director, Value Advisory –Intelligent Spend Management, SAP Ariba
In today's fast-changing business environment, supply chain professionals face daily challenges with demand, supply, and product disruptions. Now, more than ever, they need to think big and bold. The second half of the event harped on ‘Driving excellence in supply chain’. The panelists highlighted key attributes that drive successful and efficient supply chains which was moderated by Chetan Kumria, Founder & MD, Xcell Supply Chain Solutions. The panelists included…
Arpita Srivastava, Supply Chain Planning & Logistics Leader, Schreiber Foods (India)
Pinak Deshmane, Director, Supply Chain Strategy and Excellence, Kenvue
Deepak Jain, Director, Argon & Co India
Nirav Doshi, Managing Director, NIDO Automation
Nitin Varkey, Vice President – Strategic Projects, Organization Excellence and Innovations, Blue Dart Express
The last panel of the event set the perfect premise for the awards event while talking about ‘Grooming Leadership: Bridging Skills, Innovation, and Resilience for a Sustainable Future’. This forwardlooking panel session was designed to explore the transformative role of leadership in navigating the intricate web of procurement, operations, manufacturing, and logistics towards achieving a USD 5 trillion economy within three years. The session was moderated by TS Venketram, Co-Founder, UNPAUSE Consulting with panel members including…
Aparna Sharma, Independent Director on board of multiple companies
Sanjay Desai, VP / General Manager, Asia, Supply Technologies
Now was the time to honor the best in class. The image captures the winners under the following categories – Under 40, Under 30 and exemplary supply chains.
We feel honored and indebted for the continued support of our jury members who have devoted their valued time to selecting the best from several interesting nominations received. In the frame, we have the jury for the Celerity Exemplary Awards…
Lt Col Vijay Nair, Founder and Consultant Saarthak Solutions and
Sanjay Desai, General Manager - Asia, Supply Technologies.
We missed having Dr. Ashok Pundir, Former Professor and Former Dean Student Affairs, IIM Mumbai, Yashpal Singh Negi, COO, Subros Ltd, and Shailendra Bobhate, Business Leader, on the day of the event owing to last-minute exigencies.
The jury members in the frame include…
Pavan Sharma, CEO/Co-founder, PlanetWise Pte Ltd, Adjunct Professor, National University of Singapore, MD at Advance SCS
Royston Fernandes, Former Associate Director – Consumer Supply Chain Analytics, Kenvue
Ravikant Parvataneni – CEO India, Argon & Co
TS Venketram, Co-Founder, UNPAUSE Consulting
Acknowledging the jury members who could not make it to the event-
Sukanta Das, President & Chief Logistics Officer, Hindalco
Akhil Srivastava – Director
International Supply Chain and New Business Expansion, AB InBev
Sanjeev Suri, SVP – Global Omni Channel Logistics & CS, Amway India
Dr. Ashok Pundir, Former Professor and Former Dean Student Affairs, IIM Mumbai
Our Under 30 jury members in the frame include…
Nikhil Puri, Vice President- Direct Purchase, Yokohama Off-Highway Tires
Neha Singh, VP Global E2E Supply Planning Transformation, Diageo
Rajat Sharma, VP, ISCM & Customer Service Hamilton Housewares
Arpita Srivastava, Supply Chain Planning & Logistics Leader, Schreiber Foods
Tannistha Ganguly, Global Head, WMS (IT Delivery), Kimberly-Clark
Acknowledging the jury members who could not be present…
Varun Kakkar, General Manager Supply Chain, Grasim Industries Ltd
Poonam Bareja, Site Leader – Fulfillment Centre, Amazon
Prof. Abhishek Behl, Senior Lecturer, Keele Business School, Keele University, UK
Sourabh Raghuvanshi, VP – Supply Chain, Lava International
THE UNDER 40 SUPPLY CHAIN SUPER ACHIEVERS 2024
THE UNDER 30 SUPPLY CHAIN SUPER STARS 2024
Honouring & celebrating the achievements and the power performance of new age supply chain managers and future leaders has been the hallmark of Celerity Supply Chain Awards since inception. Continuing the tradition, the 6th edition of Celerity Supply Chain Awards once again takes pride in presenting the supply chain vanguards who have led the charge n supply chain innovation and excellence, and driven transformative changes. With unparalleled expertise and forward-thinking strategies, they shape the future of global logistics and operations. Thoroughly vetted based on a strict nomination criteria by a stellar set of senior jury members, these awards have proven to create a strong & superior league of future supply chain leaders and their achievements & innovations only complement our strict & nuanced judging process. Here’s presenting the thought-provoking innovations successfully achieved by our Under 30 Super Stars, Under 40 Super Achievers and Exemplary Supply Chains 2024 (Corporate Awards).
Abhishek Yadav, VP – Operations & IT, Coldman Logistics Pvt Ltd.
Ajay Kumar, Chief Purchasing Officer, MT Autocraft Group
Problem statement: We encountered significant challenges with inventory wastage and improper procurement planning for a pan-India client in the QSR segment. There was prolonged lead time for inventory delivery at various DCs as well as high SCM cost in order to maintain the adequate inventory levels at stores. All of this eventually led to business impact at the QSR outlet level.
Challenges faced: Delayed documentation, improper procurement planning and inventory management.
Approach and Implementation: We studied and made a comprehensive analysis of the business cycle for each distribution center, focusing on inventory cycle days and replenishment cycles, and documented all challenges encountered throughout the business operations. We developed technological and data analysis solutions for each identified problem. Our team re-engineered the entire business operation into a Business Intelligence (BI) tool-based software, we named it TARS (The Advanced Retailing Software). The software integrated Warehouse Management System (WMS) data and applied an inventory forecast model based on the Stock in Hand (SIH) inventory report and physical inventory available at the warehouse. It automatically triggers purchase order (PO) quantities, generates POs, and sends them to the procurement manager for approval. Upon approval, the POs are automatically forwarded to vendors.
Outcome: The organization has reaped the benefit of the tool in terms of increased efficiency, streamlined business operations and we received accolades from the brand, resulting into increased business from the brand.
A leading automobile company operates with its JIT material procurement, maintaining minimal inventory levels of less than a shift’s production. Suppliers are tasked with delivering predefined quantities at specified times, managing all inventories themselves. Manually tracking supplier’s inventory and adjusting to production planning changes proved always the most challenging task for buyers.
To address these challenges, the company leveraged a shared IT platform to develop a Suppliers’ FG monitoring system. Collaborating with the IT team, a portal was created where suppliers could input daily opening FG stock levels. This system allowed Company buyers to remotely analyse data, supported by colorcoded thresholds for easy interpretation. Regular audits ensured data authenticity, enhancing transparency across the supply chain. Additionally, a mobile app was designed for the SCM team, providing real-time updates on delivery and stock statuses. This facilitated remote monitoring and immediate response to any discrepancies.
The implementation of this system brought about significant benefits such as Enhanced Visibility, Improved Efficiency, Increased Transparency & Agility in Production Planning and it showcases how strategic technology integration can optimize supply chain operations, setting a new benchmark for efficiency and transparency in the automotive industry.
Ankit Singhai, Head – Packaging Procurement, Nestle India Ltd.
During my tenure as the Factory Supply Chain Manager, my team and I accomplished significant achievements in addressing the challenges posed by an influx of contractual manpower and the formation of a union seeking permanent status within the company. While the ER/IR team was engaged on the issue, we were tasked with critically evaluating all work streams and identifying opportunities for automation to reduce dependency on contractual manpower. Together, we implemented several innovative, coordinated, and bold initiatives:
Automated wheat flour tipping: Collaborating with corporate procurement and suppliers, we prepared a 1-year plan to move from wheat flour sourcing in bags (manual tipping) to Silo Tankers.
Elimination of night shift unloading operations in warehouse by realigning activities in day shifts and coordinating with JIT material suppliers for deliveries on a strict slot-wise schedule, resulted in reduced waiting times and improved synchronization of operations.
100% palletized deliveries from suppliers through extensive collaboration with suppliers and support from Procurement, we successfully transitioned all incoming PM supplies to palletized loads. This enhanced turnaround time (TAT) and increased overall productivity.
End-of-line automation: We developed a blueprint and received capex approval for installing palletizers at the end of the production line, thereby eliminating the need for contractual labor in manual filling operations.
These initiatives not only reduced reliance on contractual manpower but also improved operational efficiency and productivity. We were able to release 70 contractual workers who were absorbed into different capacities within the factory, ensuring that no jobs were lost while avoiding new hiring.
Deepak Kumar Goel, Chief of Operations, Last Mile, Shadowfax Technologies Pvt Ltd.
Shadowfax is a startup focused on e-commerce. It is the youngest in a very competitive industry. As we grew, we had to reach extreme internal pincodes of the country. Pincode coverage always comes with challenges of lower density as we go deeper into rural areas. This leads to higher fixed cost to open a facility with much lower volumes and higher load drop cost. Last mile success also depends largely on deep knowledge of the local market / people / area.
We implemented a hub & spoke model for distribution. We identified key demand centers to act as cross docks and created a tertiary distribution network. We identified clusters of 100 KM each to be served from these demand centers on tertiary distribution to lower our truck sizes saving significant cost and time. We initiated integration with local partners to run our operations on ground vs. opening our own facilities, lowering our fixed cost investment and increasing our on-ground knowledge.
As a result, we increased Shadowfax pincode coverage from 8500 to 18000 within a span of one year. We did this while still maintaining our best-in-class service and cost.
K V Srinivasa Rao, Factory Manager, Britannia Industries Ltd.
During my stint at GSK Consumer Healthcare Ltd., Horlicks manufacturing Process was semi-automatic and end of the line processes of tray handling & grinding was manual, posing threat to safety, food safety, wastages and cost escalation related issues.
Challenges Faced: Horlicks manufacturing has been happening since 1964 in India, but automation of the Tray Handling Process was never tested and there was no proven technology to completely automate the Tray handling process.
Approach: We identified technology experts through benchmarking, designed a prototype for the automatic tray handling, conducted trials & FATs at the vendor location, installed and commissioned the Auto Tray handling system at the Grinding sections.
Implementation: Through benchmarking, robotic automation was identified as the technology to automate the tray handling. All the key activities of Baked Horlicks tray unloading from trolley, tray tilting, tray feeding to grinder, tray tilting post grinding and then empty tray unloading to trolley are fully automated with zero manual intervention during the trials phase. Post the trials, the design was executed at the factory.
Outcome: The results of the innovation include:
b Safety Severity Risk Index & Food safety risk eliminated
b Handling wastages reduced by 0.5%
b Manpower headcount reduced by 15.3%
Problem Statement: As part of sustainable goals of Nestle, we were asked to establish end to end procurement, execution and monitoring of various types of biodigesters in farmer fields. spearheaded the planning and implementation of firstof-its-kind Biodigesters in Nestle India to utilize the waste of Cow Dung to generate fuel and electricity for farmers working with Nestle.
Challenges faced: This was a first of its kind initiative in Nestle and the processes/ rules of the implementation were unknown. The biggest challenge faced was involvement of multiple parties (biodigester solution provider, farmer, Nestle India, civil works contractor) which led to increased difficulty in establishing the value chain, RACI and implementation. The target was to complete 3000+ installations by certain timeline and we started the work 4 months before this deadline with a stretched target.
Approach: A thorough level of detailed planning was done to identify various steps that would be undertaken in executing such a large project. All of it was put under contract detailing with the solution provider. Since the time available was less, various steps were optimized for parallel vs sequential implementation (example identification of farmers, pit digging, and trainings were done in parallel). There were weekly run rate reviews to understand the landing with the management committee of Nestle India.
Outcome: We were able to successfully achieve and implement 3000+ biodigesters in the country within the given period of short time. We were also able to establish cost discovery of such an innovative project and benchmarked it with other companies.
Mohammad Javed Husen, Mill Logistics & Supply Planning Manager - Malaysia & Singapore, Kimberly-Clark (Malaysia)
Background & Problem statement: ~50% of KCP India volume is imported with average 8-11 days of custom clearance time including Legal Metrology compliance (pasting stickers on each inner box) at CFS (container freight station) via opening of each case and pasting sticker on each inner box. The stickering activity was performance by CHA and charge for sticker & stickering. The process was time consuming, and we used to pay lots of money to CHA.
Opportunity: Reduction in custom clearance time and cost
Action: We started formal discussions with CHAs & Custom officials for potential solutions with a view to reduce the clearance time. We also consulted with KC Legal team for India Legal Metrology compliance. Post discussion with both, we arrived at a conclusion that KCP is a B2B company, and their selling unit is case and not the inner box, hence we can avoid the LM stickering activity, which we were doing at CFS, which led to reduction of time by 2 to 3 days. Moreover, CHA advised us to go for a DPD (direct port delivery) facility offered by custom, which have skipped the material movement via CFS (another 2-3 days of savings) and finally taking AEO (Authorized Economic operator) T2 certification which enabled us to do duty payment once in 15 days instead of every shipment.
Result achieved: The whole exercise resulted in ~$1Mn+ sales loss avoidance due to fast shipment clearance via DPD which arrive during month end. We were able to achieve ~40% cost reduction in custom clearance & shipping line charges ~$100k annual, ~80% reduction in clearance days (from 10 to 2) and ~5% help for OTIF.
Neha Sorathia, Former Director-Supply Planning and Operational Excellence, PVH Corp
One of the most impactful supply chain management (SCM) innovations I spearheaded was implementing a supplier collaboration platform at a Fortune 500 retail organization. The problem statement revolved around the need for more visibility into our supply chain operations, leading to inefficiencies and disruptions in production and distribution. Challenges included limited visibility, operational inefficiencies, and delays in identifying and resolving supply chain disruptions. We implemented a supplier collaboration platform with robust analytics capabilities to address these challenges. Data from ERP systems, manufacturing facilities, logistics partners, and suppliers was vital, allowing for comprehensive visibility. The team built customized dashboards to visualize key performance indicators (KPIs) and supply chain metrics.
The outcome was transformative… Enhanced visibility enabled proactive issue resolution, leading to improved decision-making and reduced lead times. This optimization resulted in reduced expediting costs and minimized inventory holding costs. Additionally, smoother operations and timely order fulfilment improved customer service levels.
– Customer Supply Chain (E-commerce),
My management philosophy centres around leading with authenticity, humility, and a profound belief in people’s potential. I firmly believe that attitude is everything. By setting an example through my actions, actively listening to my team, and offering unwavering support, I create an environment where everyone feels valued and motivated. This fosters a culture of empowerment, collaboration, and continuous growth, where each team member can unleash their full potential. Open communication, transparency, and accountability are non-negotiables, as they lay the foundation for trust and success. Ultimately, my mantra is to lead with empathy, inspiring greatness in others, while relentlessly pursuing excellence in every endeavour.
Pradeep Ramesh Billava, Vice President, Zepto
Problem Statement: During my previous stint at Pepperfry, challenges with big box furniture delivery included incomplete shipments and the absence of assembly services, deterring online purchases.
Challenges Faced: Vendors struggled with multi-box logistics, leading to delivery mismatches. Additionally, delivery staff lacked experience in verifying items during open-box deliveries, and there was no nationwide network of carpenters for assembly.
Approach and Implementation: We revamped logistics by investing in a warehouse management system and a sourcing center to manage SKU transitions effectively. We equipped delivery supervisors with scanning technology to ensure correct shipments and implemented a training program focusing on customer safety and delivery protocols. We also established a digital platform for carpenters, providing them with assembly manuals and a system to request spare parts as needed.
Outcome: This initiative resulted in a 98% on-time delivery rate within 48 hours and a 90% rate of same-day assembly, enhancing customer satisfaction and significantly boosting our market share. By solving logistical and service challenges, we enhanced operational efficiency and positioned our company as a leader in the furniture e-commerce sector.
Santosh Kumar Wagh, Senior Manager – Supplier Development-Sourcing, Walmart Global Sourcing India Pvt Ltd.
Problem Statement: In my previous organization, we set out our vision to develop a cold supply chain system that ensures an efficient and environmentally friendly transpiration, storage and distribution of temperature sensitive goods.
Challenges faced: We were importing temperature sensitive RLD drugs for R&D purposes and it needed to be stored and distributed during several interval of times. High temperature sensitivity resulted in operational difficulties like frequent ordering (energy consumption), stock-outs (product damage resulting in waste), frequent deliveries (increase in emissions) and no. of people to manage.
Approach: We did a comprehensive assessment of the existing cold supply chain to identify areas of improvement in energy efficiency, emissions reduction, waste management and resource utilization.
Set clear sustainability goal: Define specific, measurable and achievable goals for the cold supply chain such as reducing carbon emissions and minimizing waste.
Technology adoption: Implement advanced technologies like IoT sensors, data analytics and automation to monitor temperature, humidity and other environmental conditions in real time
Partnerships: Collaboration with suppliers, manufacturers and logistics providers to share best practices and implement initiatives.
Implementation: With above approach, following ways implemented a solution:
• Suppliers: Negotiated agreements to secure stocks at their end.
• Logistics providers: Negotiated agreements to consolidate products at central location (route optimization) and maintain into their dedicated cold warehouses.
• Implemented regulatory compliance acceptable re-usable data logger monitoring from source to destination.
• Shifting to dry ice packaging from gel packs reducing carbon footprint.
Siddharth Anand, Associate Director, Tata Consumer Products
During my stint at MTR Foods, a unique supply chain was setup for MTR’s fresh batter business where operating the daily fresh supplies of Batter for Bangalore city was done from one factory and three distribution centres. Cold trucks from factory would reach the DCs early morning to unload stocks in the cold rooms at the DCs. From here, the distribution to retail was done with delivery boys on two-wheelers who would go with ready stocks supported by a sophisticated billing system capable of sales as well as returns collection. The two wheelers were modified and customized insulated bags were designed after lots of trials which would give each delivery person the capability of carrying stocks equivalent to at least 5k of sales value per day. We started with a fleet of 50 two wheelers and kept on expanding till we reached scale to be able to start service using higher capacity delivery vans. The learnings in setting up this supply chain were enormous - planning as well as logistics - both had its own challenges which we navigated as a team and emerged victorious. Today MTR is giving tough competition to the old & stable ID Foods brand in Bangalore and the fresh business which has now expanded to a range of SKUs has emerged as a strong pillar of growth for MTR.
During my previous stint at L’Oréal, India, I was tasked to build e-commerce SCM function as L’Oréal, India was one of the poorest performing regions for L’Oréal globally on the Amazon account, and one of the poorest ranked vendors for Amazon India. With the help of my team members, I turned around the function in 18 months by:
• Collaborating with Finance and Key Account Managers to create a reconciliation process on Amazon Vendor Central Portal resulting in payment recovery of over Rs 30MN
• Implementing EDI (Electronic Data Interchange) with IT team from PO receipt to payment leading to 50%+ reduction in invoice related disputes, and faster payments
• Creating a Supply Chain control tower (partnership with Accenture Consulting), and maintained 95%+ On Shelf Availability by acting on outputs from tools such as EDGE and Paxcomm, resulting in maintaining best in class Amazon reported metric Replenishable Out oof Stock at 6%
• Creating a tool in partnership with demand planning, Key Account Managers, Category Managers, and counterparts at Amazon (In Stock Managers and Vendor Managers) to forecast demand for Amazon great Indian Sale, resulting in 95% in stock event readiness, 96%+ fill rates
• Collaborated with demand planning team to review exceptions to forecast in account planning meetings, and pre S&OP reviews, and supported ML/AI forecast through SIT data at E-tailer level. For this, team was honoured with Certificate of Recognition for Integrated Ecommerce Business Planning Process implementation.
These efforts led to 120% business growth in COVID-19, made Maybelline the No. 1 make-up brand, and L’Oréal Paris the No.1 hair serum brand on Amazon. These achievements were noted, and I was sent to Tokyo to train the APAC team (6+ countries) to train my counterparts on Amazon supply chain management and SOPs.
Operations Manager,
Integrating insights from the electrification movement and leveraging vehicle-to-grid (V2G) technology, my project aimed to address environmental concerns head-on.
Acknowledging the International Energy Agency’s projection that 60% of new cars will be electric by 2030, and the trend of major companies electrifying their fleets, I embarked my team on a mission to electrify our school buses, with a goal for a fully electric fleet by 2027. This transition not only aligns with the increasing consumer shift towards EVs but also positions us at the forefront of sustainable transportation.
Our initiative leveraged V2G technology, enabling our electric buses to not just consume power but also supply it back to the grid, enhancing grid resilience and reducing the need for fossil-fuelled power plants. This bidirectional charging capability transforms our buses into mobile distributed energy resources, contributing positively to the power grid, especially during peak demand hours. We have been able to secure grants at the Oakland location in California towards this and are working to get this implemented at Branford, CT by next year with our First EV bus launch on the East Coast. The outcome of this initiative is a testament to our commitment to a decarbonized future, offering cleaner, more sustainable transportation options, and setting a new standard for environmental responsibility in the Supply chain and transportation sector. Securing the V2G and EV Infrastructure requires working with multiple supply chain partners and clearing houses with permissions and hence it is very challenging and rewarding at the same time.
Many organizations rely on manual or excel-based forecasting methods, leading to low accuracy, stockouts, high inventory, and low service levels.
Challenges Faced: Educating customers about advanced forecasting processes; addressing data quality issues; managing the high cost of cloud storage; and dealing with unorganized client processes.
Approach: We conducted supply chain exploration using data analytics to identify issues and designed target processes (TO BE) and built a business case with ROI and timelines.
Implementation: We understood the client processes and data flows, finalized TO BE processes, configured the SaaS platform to meet client requirements. We conducted System Integration Testing (SIT) and User Acceptance Testing (UAT), went live with the platform and provided hyper care support during the initial phase. Outcome: The entire exercise improved forecasting accuracy. Automated history cleansing and machine learning algorithms enhanced forecasting accuracy, reducing stockouts. Features like exception-based planning and forecast overrides with manager approval streamlined collaboration. Reduced inventory levels and improved service levels led to cost savings for organizations. Automated processes minimized manual intervention, increasing efficiency and productivity. Clients gained a competitive edge by adopting data-driven decision-making in their supply chain operations.
This SCM innovation significantly impacted organizations by enabling data-driven decision-making, optimizing forecasting accuracy, and streamlining collaboration, ultimately leading to improved operational efficiency and cost savings.
Apaar Khurana, GM & Regional Head –ISC, Delmar Total Transportation
We were facing the issue of underutilisation of Console Containers. Approach: Current movement is based on selling in the FOB market (Destinationcontrolled). Due to volume reduction amid Covid, utilization of containers decreased. Implementation: Our efforts attracted volume from prepaid market consigned to the same destination to have better console utilization. We met different customers to understand shortcomings and offered solutions as B2B to only wholesalers in the space. We also procured new space in the Nhava Sheva region to run operations separately and attract new customers. Trust building and marketing took 45 days to achieve the first shipment.
Outcome: We started flow of prepaid volume with current volume to increase utilization by 25%. Profitability increased by 40% due to better utilization compared to the earlier volume. I led new project team post above implementation focused only on neutral LCL space - built GTM strategy, identified key personnel from industry to lead different verticals within LCL space.
White glue (Adhesive) SKU of 1 kg (1x50) pouch packs are packed in a HDPE container and sold to market. This pouch is used in certain markets where customer requires 1 kg packs for small usage. We wanted to reduce the cost of serving the product to the market.
Challenges faced: We couldn’t change the product recipe to a low-cost recipe in line to maintain the brand quality. We couldn’t use some other container or low-density pouch packs because the chance of in transit damage was high as observed in a pilot run using shipper boxes and low-cost pouch packs.
Approach: We aligned all the supply chain stakeholders right from the IT, plant team till the market sales in-charge and brainstormed for the idea and approach. We evaluated the cost benefit by directly serving the customers from the nearest manufacturing unit in a milk run and bringing the empty HDPE containers back to the unit because these containers could be used 21 times before its quality deteriorates as per quality checks. Rs107 per 50 kg was reduced using this. Implementation: We did a market pilot and closed the gaps after which we started this in phase wise manner for all markets. All the stakeholders were aligned, and the customers were also informed.
Outcome: We were able to achieve savings of Rs107 per 50 kg which led to margin increase in the product, resulting in better discount to customer. We were also able to enhance environmental sustainability by reusing HDPE plastic; the entire process was JIT and resulted in improved customer satisfaction.
Gaurav Dubey, Deputy General Manager – Supply Chain & Network Design, Kuehne Nagel
When COVID-19 hit, initially demand dropped to a bare minimum, owing to widespread store closures for Jubilant Foodworks. Being in the highly perishable food industry, imminent threat of significant expiries was at dawn. An immediate response was essential. First, it was critical to identify which all items (~ 300+) at which locations (12) were critical and needed urgent attention and which could be deferred for another 15 days.
To address this, I designed a simulation model that tracked all food products and their batches (as 1 SKU at 1 location can have 10 different batches which makes 10 expiry dates of the same item), accounting for varying expiration dates within a single SKU. Then model incorporated forecasted sales at the SKU-plant/warehouseweek level, adapting to the changing landscape as stores began reopening and forecasts fluctuated significantly at week level. We did multiple forecast simulations considering factors such as the absence of offline sales, the rise in online sales, and the phased reopening of stores in tier-1 and tier-2 cities. These scenarios helped us project final expiries and potential monetary losses in best- & worst-case scenarios. Detailed scenario briefings were conducted with the executive committee.
With the expiry data in hand, a strategy needed to be devised. Challenges included varying batch distributions and demands across the 12 locations, and transit times between 1 to 9 days for moving batches between locations. Given these constraints, efficiently planning movements, across the network to maximize value was too tedious a manual task and complex as well, leaving spots for errors.
An optimization model was then designed to determine which batches of which item should be relocated to which locations within the required timeframe to prevent expiries and ensure cost-effectiveness. This approach, involving fewer than 25 movements, saved expiries worth Rs7 crore. The design, the planning, the execution, the importance of time, the stakeholder dynamics, and the stakes involved made this a great learning episode. I was honoured with the ‘Gold Award’ for my contributions to the business during the pandemic.
Rahul Pathak, Supply Chain Manager, Finolex Industries
One pivotal SCM innovation I led was the deployment of a real-time supply chain visibility platform. The pressing issue we confronted was the lack of transparency and coordination throughout the last-mile supply chain, resulting in inefficiencies and delivery delays. Challenges included disparate systems and data silos among stakeholders, hindering effective communication and decision-making. Our approach entailed close collaboration with cross-functional teams to identify pain points and requirements for the platform. Extensive market research guided our selection of a suitable technology solution capable of real-time tracking of shipments, inventory, and transportation routes.
During implementation, we prioritized fostering a collaborative culture and provided comprehensive training to stakeholders on utilizing the platform efficiently. We also addressed data security concerns by implementing robust encryption and access controls. The outcome was transformative. We achieved significant reductions in delivery lead times, empowered by real-time insights facilitating proactive decision-making and issue resolution. Optimization of inventory holding costs and enhancement of operational efficiency were evident across the supply chain. Moreover, the platform fostered trust and collaboration among internal teams and external partners, enhancing overall supply chain performance and customer satisfaction.
This innovation not only tackled immediate challenges but also laid the groundwork for ongoing digital transformation and innovation within the organization. It demonstrated our team’s adeptness in identifying improvement opportunities and leveraging technology to deliver tangible value.
Satyug Kejriwal, Director – Logistics & Operations, Network Carrying Company Pvt. Ltd.
Faced with inefficient Supply Chain Management (SCM) processes, escalating operational costs, and the challenge of balancing optimal service levels with environmental sustainability, my team and I spearheaded a transformative digitization and technology-driven initiative. The problem statement centered on the need for a comprehensive solution to address these multifaceted challenges. The challenges encompassed the complexities of cost management, service level improvement, and the pressing need to reduce carbon emissions within our supply chain. We identified the need for an innovative approach that could simultaneously enhance service levels, reduce operational costs, and mitigate our environmental impact.
Our solution involved the integration of an advanced Enterprise Resource Planning (ERP) system, aimed at improving visibility and communication across the supply chain. This not only streamlined internal processes but also contributed significantly to reducing operational costs by 11.8%. To address the challenge of service level improvement and cost reduction, we incorporated an optimizing tool into the ERP system.
Implementation involved meticulous mapping of lead time matrices, cost structures, and carbon emissions at various supply chain touchpoints. The optimizing tool dynamically adjusted routing and operational parameters, resulting in a remarkable 18% improvement in service levels and a concurrent 30.4% reduction in our carbon footprint.
This innovation not only optimized service levels and reduced costs but also positioned our organization as a technological leader in sustainable supply chain management. It addressed the complex problem statement, overcame operational challenges, and resulted in a transformative leap towards operational efficiency, costeffectiveness, and environmental sustainability.
Tarleen Kaur, Logistics Program Manager, American Consumer Electronics MNC
Yalini Chaturvedi, Manager - Demand Planning,
I have been fortunate enough to lead global projects to improve business processes. In achieving the desired strategic goals, I utilize my entrepreneurial vision, technological understanding, and exceptional relationship management to foster revenue growth, cost savings, and improved productivity. Apart from my core specialization in Innovation & Product Management, I also bring Operational Leadership, Strategic Planning, and Agile Techniques to the table. I see a tremendous scope in the amalgamation of supply chain and technology as we move along the growth trajectory.
I have led various initiatives and change management activities impacting both topline and bottom-line, to ensure the market share continues to grow with high profitability. I have also been responsible for the effective production planning, deployment, and inventory management. During this period, I coordinated with all stakeholders and optimized the network throughout the value chain. I have also successfully done Events management. Events management (product/promotional change management) is a complex process from ideation to final implementation and requires the alignment of several stakeholders – across marketing, product development, manufacturing, supply chain and MIS - to ensure success. In my role as demand planner, I have also helped improve demand planning accuracy, along with my team.
Superior supply chains go beyond to deliver excellence in customer service, they have the ability to innovate to tide over any crisis and are champions of resilience and change. With this as the premise, we launched the Exemplary Supply Chain Awards in 2022 to recognize the best performing corporates and their supply chain teams who have shown innovation, empathy, and responsibility. Since then, this accolade has motivated companies to continue doing excellent work for the industry and has inspired others to innovate and develop what we call as ‘Exemplary Supply Chains’. Let’s take a look at the winners of Exemplary Supply Chains for the year 2024…
Cipla has always been a pioneer in leveraging technology and promoting innovation. The company’s strategies are underlined by its purpose – ‘Caring-for-Life’. Being a digitaldifferentiator and a pioneer in the pharma industry, this article features Cipla’s venture into futuristic distribution technology of ‘Delivering-through-Drones’. Here’s how they cracked the code successfully…
WITH the challenge of inclement weather making roadways inaccessible, Cipla leveraged advanced drone delivery technology to cater to patients in urgent need of medicines.
In September 2023, Cipla launched drone-powered deliveries for its critical medicines (cardiac, respiratory and other essential chronic therapies) for hospitals and pharmacies in Himachal Pradesh, India. The organisation partnered with a technically competent drone service provider for their capabilities, and kickstarted this initiative in Himachal Pradesh where drone delivery would give them an edge in terms of faster deliveries as against the conventional transport. This remarkable achievement
included several flawlessly executed drone deliveries originating from the distributor and reaching chemists and clinics.
Cipla’s constant endeavour is to make quality medicines accessible to all. But, in the case of northern region of India, which is prone to recurring floods & natural disasters, the scenario was different. In the times of disasters, even though there was a demand for critical medicines, there were many restrictions due to the lack of distribution infrastructure. Additionally, the conventional mode of transport becomes futile leading to delays, temperature excursions affecting cold chain products, and roadside accidents.
Cipla is the first among large Indian pharma companies to adopt dronebased deliveries to facilitate expedited supply to stockists in remote areas. Their consistent efforts helped them achieve the first medicine delivery in Himachal Pradesh. This feat was accomplished within an impressive timeframe of 20 to 25 minutes, spanning an approximate distance of 50 kms, which otherwise could have taken at least 3-3.5 hours by road transport, especially during tough weather conditions.
Faster Delivery: With drones, medicines were delivered to stockiest within a few minutes, thereby ensuring
medicine availability on time and faster. This is crucial for cold chain, which runs risk of temperature excursion in event of delays and for critical products where fastest delivery would ensure market/ patient need is served on time.
Increased Efficiency: The use of drones has improved efficiency in the delivery process, as there will be no need for transportation vehicles, reducing the risk of accidents and delays caused by traffic. The company partnered with the stockist for expedited supplies.
Democratization of access to life saving medicines in difficult terrain: The company made use of next gen technology to improve medicine access in one of the most populous markets in the world.
Patient coverage & focus: Drones can reach remote areas and places that are difficult to access by conventional mode of transport, hence ensure better patient reach. This was Cipla’s way of ‘expanding the circle of care’.
The pharmaceutical giant has been leveraging technology to make healthcare more accessible to all. With this initiative, Cipla set a new standard in the pharmaceutical industry. Through drone-powered distribution, they enhanced supply chain resilience, strengthened connects with channel partners, provided reliable and prompt delivery of high-quality drugs to the hospitals and pharmacies in Himachal Pradesh.
Undoubtedly, Cipla remains futureready.
Alkem recognized the need to streamline its order management system to enhance efficiency and reduce manual effort. Alkem undertook a radical initiative to create the “Alkem Marketplace,” a digital platform connecting distributors and depots (CFAs) to facilitate seamless order entry and real-time order processing status updates. Here’s how they did it successfully…
ALKEM Laboratories, like many others in the Indian domestic pharmaceutical industry, faces significant challenges in interpreting and processing the high volume of purchase orders (POs) received from its extensive distributor network. With thousands of distributors operating with over 150+ different ERP systems, Alkem encounters complexities due to the absence of a dedicated Distributor Management System (DMS). This results in diverse file formats, including PDFs, Excel sheets, and handwritten images, making order interpretation cumbersome. Furthermore, the divisionwise orders from Medical Representatives (MRs) assigned to specific therapeutic areas add to the complexity, with multiple separate POs submitted by each distributor instead of consolidation.
Additionally, the surge in POs during the final days of month-end closing intensifies the challenge, with approximately half of the monthly orders received during this period. Despite these complexities, Alkem has managed to sustain operations with a limited workforce of 80+ SAP operators across 25+ depots, emphasizing the need for a radical solution to streamline order processing.
Diverse File Formats: Alkem must contend with multiple file formats, including PDFs, Excel sheets, handwritten images, and text typed on email bodies, complicating the interpretation and processing of POs (Purchase Orders).
Multiple Communication Modes:
POs are received through various communication channels, such as email, WhatsApp, and phone calls, adding to the complexity of order management and tracking.
Variety of ERP Systems: The utilization of over 150+ different ERP systems among distributors results in discrepancies in SKU codes and nomenclature, requiring a deep understanding of each distributor's unique system for order decoding.
Division-wise Orders: Division-wise orders from MRs assigned to specific therapeutic areas increase the volume of POs, with each distributor submitting multiple separate orders instead of consolidation.
Month-end Surge: A significant surge in POs during month-end closing intensifies the workload, with Thousands of orders received, further straining Alkem's limited manpower. Despite these challenges, Alkem remains committed to finding a radical and pathbreaking solution to streamline order processing and enhance operational efficiency.
Alkem recognized the need to streamline its order processing system to enhance efficiency and reduce manual effort. Alkem undertook a radical initiative to create the "Alkem Marketplace," a digital portal platform connecting distributors and depots (CFAs) to facilitate seamless order entry and real-time order processing status updates.
Development of the Alkem Marketplace commenced in 2020, with a dedicated team working to launch the
platform within a record time of one month. This swift development highlights Alkem's commitment to innovation and agility in response to market needs, especially during challenging times of Covid-19 lockdown.
Alkem Marketplace offers multiple options for order placement, including searching for products, uploading orders in a specific format, or emailing orders. This flexibility caters to the diverse preferences and capabilities of distributors and field force teams, ensuring ease of adoption.
One of the key innovations introduced by Alkem is the integration of AI/ML and RPA-based bots to read and process orders received via email. These bots operate with an impressive accuracy, reducing the need for human intervention in order processing. This technological advancement represents a significant leap forward in automating manual tasks and improving operational efficiency. Alkem recognized that the successful implementation of the Alkem Marketplace required effective change management, both externally with distributors and internally with field force and depot teams. Daily training sessions and ongoing monitoring were conducted to ensure smooth adoption and utilization of the platform.
Within the first quarter of implementation, 40% of orders were being placed through the Alkem Marketplace, a figure that increased to 60% within six months. With introduction of AI/MLbased email reading in January 2023, Alkem has further accelerated its order digitization journey, resulting around
72%. The company achieved a remarkable more than 90% of orders being processed without manual intervention in December 2023.
Following are the outcomes & benefits derived…
Enhanced Efficiency and Accuracy: Alkem Marketplace leveraged AI/ML and RPA technology to reduce manual errors and expedite order processing, saving time and ensuring precise handling of complex purchase orders.
Streamlined Communication: Acting as a centralized hub, the platform improved communication among Alkem, distributors, field force teams, and depots, facilitating seamless sharing of information, schemes, and updates. Improved Transparency: Real-time visibility into order placement and processing provided stakeholders with enhanced transparency, fostering trust and collaboration across the supply chain.
Flexible Order Placement: Offering multiple options for order submission, including the web portal, upload formats, and email, Alkem Marketplace accommodated diverse distributor preferences, simplifying the ordering process.
Change Management: The introduction of Alkem Marketplace necessitated a qualitative shift in operational mindset and processes, managed through effective change management, paving the way for future innovations and improvements within Alkem.
Adaptation to Challenging Environment: Amidst the COVID-19
pandemic, the rapid development and deployment of Alkem Marketplace showcased Alkem's resilience and adaptability, providing a lifeline during disruptions to traditional order processing methods.
Improved Customer Relationships: By offering a user-friendly ordering platform, Alkem strengthened its relationships with distributors, positioning itself as a customer-centric partner and enhancing distributor perception.
Empowerment of Depot Team & Field Force: Alkem Marketplace empowered field force teams to focus on strategic activities by minimizing time spent on administrative tasks, fostering more effective engagement with distributors and alignment towards common goals.
Alkem's SmartGreen initiative represents a transformative approach to addressing operational inefficiencies and environmental sustainability challenges within the operations. Prior to the initiative, Alkem faced various hurdles including inefficient information flow, excessive paperwork, and environmental degradation due to carbon emissions.
To tackle these issues, the company collaborated with external vendor to develop a bespoke application on the Fiori-based platform to automate processes, ensuring compatibility across devices and seamless integration with the SAP system.
The implementation approach involved extensive virtual meetings to outline process flows and requirements,
followed by rigorous testing and refinement based on feedback from the IT team, Regional Distribution Managers (RDMs), and Sales Admin team. A successful pilot run at the Pune Depot in February’23 paved the way for nationwide rollout, with subsequent testing in Kolkata and Hyderabad ensuring readiness for scale.
The outcome of the SmartGreen initiative has been remarkable. Embracing a 100% paperless approach, SmartGreen initiative has not only reduced operational costs but also mitigated its environmental footprint. By saving approximately 10 trees per month, Alkem showcases its commitment to sustainable practices and ESG principles. Moreover, the initiative has facilitated year-on-year business growth and divisional expansion, spanning 20+ divisions. Rapid onboarding of new stockists has driven market expansion and enhanced product accessibility.
Operationally, SmartGreen has resulted in significant efficiency gains. Information flow has been streamlined, reducing reliance on paperwork and improving inter-departmental communication. This has led to workforce optimization and minimized the need for additional manpower. Furthermore, the initiative has generated substantial cost savings, slashing operational costs by more than half a crore through reduced paper and printer cartridge usage.
Customer satisfaction has also been prioritized through faster delivery, with goods now moving within 24 to 48 hours during peak demands of month end. This has bolstered Alkem's reputation for reliability and service excellence.
Despite the challenges associated with deploying a technology-driven solution at the depot level for the first time in the Indian pharma industry, the company's commitment to innovation and collaboration enabled the successful implementation of the SmartGreen initiative. The SmartGreen Operation implementation was completed across India in December 2023. With its transformative impact on operations and environmental stewardship, the initiative underscores the company's dedication to sustainable growth and operational excellence.
One pioneering, unique and game changing solution implemented by APL Logistics VASCOR Automotive to Indian Original Equipment Manufacturers (OEMs) is the Regional Stockyard model (RSY). RSY model marries the economy of scale benefit of transportation of stock cars via APL Logistics VASCOR Automotive’s multimodal rail-based logistics solution - Autolinx TM to bulk accommodation of unbilled/uninvoiced stock of concerned OEMs to proximate location from where major consumption occurs. Take a look at their innovative streak…
APL Logistics VASCOR
Automotive is the industry pioneer for rail-based multimodal automotive logistics in India, handling approx. 45% of all rail-based Passenger vehicles distributed in India. The company, over the last decade, has actively invested
in both train sets (Rakes) – owns and operates 22 rakes in the Indian railways network, nodal terminals (13 in panIndia locations) and accumulation/ distribution assets to enable smooth transition between various modes of operations (from takeover at OEM premises to delivery at dealerships).
Regional Stockyards have been established for customers focused on optimizing production and stock availability close to consumption centers. Ever since 2015, the concept of regional stockyards has been coveted by OEMs in India to enable dealerships to receive their orders in the shortest duration,
improve the capital turnaround, reduce duration of interest payouts and increase sales overall.
The level of success of this model ever since the pilot project has gone live in CY2015, has resulted in at least five different Indian OEMs to adopt this model in both heavy consumption and tricky terrains. It has helped to…
a Leverage the economies and efficiencies of rail without compromising supply chain quality within a rail system previously not known for excellence in India
a Improve delivery speed and reliability, better than existing conventional road-based transportation
a Reduce in-transit damage caused by substandard roadways, even though multimodal operations increase handling
a Increase available transportation options to Indian OEMs, especially where long hauls are involved (exceeding 2000 km).
The company was facing various challenges in implementing the concept pan-India during the initial days of its launch. These included…
a Identifying correct consumption lanes, where to and return haulages aid in balancing out availability of service and scale of operations
a Ensuring multiple handlings don’t impact the quality level of logistics service offered
a Transmitting the benefit of economies of scale and energy efficient operations to Indian OEMs.
The company came out with an innovative strategy to maximize the impact. The team took a step-by-step approach, that encompassed…
a Establishing a privately operated rail transportation service, improving reliability over Indian Railways.
a Using adjustable decks within rail
wagons to accommodate vehicles of different heights and allow for a mix of small and large vehicles as needed within each wagon
a Negotiating with truck driver population who might not have welcomed the loss of business
a that a new rail solution would represent – to procure reliable firstand last-mile transportation
a Providing highly trained personnel for precise tasks such as product inspection and driving vehicles onto wagons
a Supplying high-quality systems for in-transit vehicle tracking
Both solutions offered by APL Logistics VASCOR Automotive have managed to provide increased value addition to Indian automobile (PV) manufacturers to the extent where in the last decade (since the company’s inception in 2014 and first service in September 2014), APL Logistics VASCOR Automotive has become India’s largest multimodal operator for finished vehicle logistics services provided either for direct door to door or via Regional Stockyards; handling a significant portion of the entire industry volume on monthly basis.
Until FY2024, APL Logistics VASCOR Automotive has successfully created 7 Regional Stockyards for 5 different Indian OEMs, which can be linked via the 18 rail terminals accessed out of the 37 rail routes in operations throughout India.
These nodal terminals act as a gateway for access to over 200 cities for the OEMs and dealerships to receive the orders with minimal wait time. With the advent of technology, APL Logistics VASCOR Automotive has gone a step further to facilitate the Regional Stockyard model’s utilization by providing visibility to both OEM and dealerships alike on stock availability, thereby improving order placements and fulfillments. This, in turn, has facilitated the OEM’s ability to replenish stock levels at the Regional
Stockyards on a timely basis to ensure appropriate stock availability during peak invoicing periods.
Prior to CY2020, a MNC - automobile manufacturer had difficulty in accessing one of the trickiest terrains involving long hauls and immediate availability of stock for invoicing when the demand arises. With the adoption of both Autolinx with scheduled dispatches and Regional Stockyard model, the manufacturer has witnessed triple digit growth in sales in the region over the last years. The success of sales in the region has caught the interest of their global management, which has in turn led to the region becoming the main focus of sales for FY24 period.
In summary, direct door to door transportation of invoiced PVs and movement of stock from factory to RSYs go hand in hand and the ratio of usage depends on OEMs’ requirements.
In its constant pursuit to improve operational efficiency while scaling the business, in-stock team at Clicktech Retail Pvt Ltd. focused on automation, process maturity, deep dives, liaised with internal & external stakeholders, and established review mechanisms to deliver higher service levels along with better inventory turns. Take a look at their innovation…
CLICKTECH operates in digital retail business working with 250+ vendors in home improvement and industrial supplies categories. The company operates with 50,000 SKUs across a network of 90 fulfilment centres servicing ~2 million orders/ month. Clicktech started its business operations in mid-2022 with a robust plan to scale aggressively during 2023, and the company has been able to
achieve a remarkable 35% YoY revenue growth, 40% YoY unit growth with a 8% YoY increase in SKUs. Scaling at such a rate sustainably is a key supply chain challenge which Clicktech’s in-stock team has ensured by not only supporting the business growth through reduction in out of stock % from 30% to 9% but also being the pillar of financial health in terms of working capital reduction by 8% YoY throughout this journey.
The company developed and tracked a series of key operational metrices to help drive sustained business growth –a) Product availability: The company measures product availability using OOS% (Out of Stock) which compares the number of customer views when the product was not available to the total number of customer views on the product. Additionally, they tracked Vendor Fill Rate % as
a leading metric that helped the company identify potential out-ofstock risks.
b) Customer Delivery Speed:
Placing inventory closer to the customer enables faster shipping, lower shipping costs and improved sales conversion. A product that is shipped to a customer from FC within a 300-km radius qualifies for being ‘regionally in stock’. Also, to compete with competitors in the quick-commerce space, the company started tracking dark store coverage in urban areas to offer same-day delivery options to customers for identified sub-categories.
c) Working capital optimization: With an aggressive growth planned for the company via onboarding of new vendors /SKUs at a rapid rate and having a constraint of limited storage capacity, it became crucial to lower Inventory days of cover, for which reduction of vendor lead time is a crucial input.
The team developed inventory policies and executed them to help improve key metrices discussed in the above section.
Product Availability: Improving product availability is one of the primary levers for increasing sales. Key challenges in managing availability are i) large SKU count and ii) dependency on drop ship, where control lies with vendors. Raghavendra Rao Manda, AVP – Instock Management, Clicktech Retail Pvt Ltd, elaborated, “We created a loss bridge that identified specific defects causing a SKU to be out of stock (such as forecast under bias, network capacity constraints, poor fill rate etc.). We then focused on the top reason buckets and devised short-term and long-term solutions to reduce the impact.”
Some of the specific actions taken were –(i) Identified cohort of SKUs with consistent forecast under bias and override it manually by using an uplift factor in short term and working with product engineering team to explore
alternative forecasting models for such SKUs.
(ii) Identify key fulfilment clusters with capacity constraints and route the supplies to alternative clusters in short terms while working on capacity augmentation as medium term solve.
(iii) Collaborate with top brands in poor fill rate bucket to align their supply chain as per the requirements of e-commerce channel.
In our endeavour of improving customer speed, there were a series of challenges that the company faced –(i) Poor forecast accuracy at regional level compared to national level
(ii) Logistics capability gaps for MSME vendors
(iii) Managing warehouse capacity in smaller clusters.
“For vendors with low supply chain maturity, we leveraged hub and spoke model, wherein vendors need to deliver the inventory at a central warehouse and system distributes the inventory to different regions based on regional demand forecast. Key to success of this program is to ensure enough inventory as a buffer against regional forecast inaccuracy and to ensure warehouse capacity is in line with regional demand,” stated Raghavendra Rao Manda.
Furthermore, dark stores strategically located in urban areas helped the company offer same-day delivery options to customers and are crucial for customer satisfaction in the fast-paced e-commerce landscape. Key challenges in increasing order share from dark stores are(i) The higher cost of operations impacts the commercial viability of this channel.
(ii) Since these stores cater to small set of pin-codes and work on just in time replenishment, unanticipated demand spike can impact product availability.
The team used a strict SKU eligibility criterion focusing on –(i) Potential demand uplift due to delivery speed improvement via benchmarking
(ii) Unit economics and profitability using pricing filters
(iii) SKU dimension and weight for feasibility of last mile delivery
“We created a process to use regional warehouses as feeders to these dark stores, as it is not feasible to do direct inbounds from vendors to dark stores and then started tracking the percentage of customer orders fulfilled via dark stores on a weekly basis, to identify the major loss contributing SKUs to our dark store coverage. A major chunk of losses stemmed from the fact that we did not have enough days of cover at a national level for these to be replicated to a dark store level. We ensured optimal national days of cover for these SKUs by implementing a supply demand matching module which helped in building additional stock for dark stores,” elaborated Raghavendra.
a The company was able to improve availability by 21% YoY , from 30% to 9%
a The company saw 470 basis points YoY improvement in delivery speed leading to an estimated improvement of 3.6% in sales. It also achieved a significant reduction in last mile transportation cost due to these improvements.
Jubilant Foodworks Ltd., (JFL) embarked on the journey to achieve end-to-end seamless integration and optimization of supply chain processes, JFL successfully integrated Resource planning and distribution planning, demand planning & digitalization of supply chain process to make it seamless. The team achieved the feat by integrating the resource planning and TMS tool that has helped the company in optimization of the secondary fleet with efficient route planning and allocation, enhanced vehicle utilization and day level planning for next 90 days. This initiative has made JFL the first food brand in India investing in such a project to impact its customer experience through efficient supply chain.
JUBILANT Foodworks developed Resource Planning & Transport Management System (TMS) which provides…
a Ingredient Demand at day level granularity based on the S&OP sales numbers unit to sales ratio is calculated for 52 weeks.
a Production planning at day level to meet up to 2.5 times the regular average day requirement.
a Manpower requirement planning at day level at plants to meet the demand based on the target manpower productivity numbers and no extra overtime for the manpower
a Manpower requirement planning at day level at plants to meet the dispatch load requirement
a Storage space requirement short term and long term to meet the demand for the next 3 months and 12 months.
a Vehicle planning at day level for the week to optimize on the distribution costs and meet the on time store arrival requirement
Integration of the resource planning and TMS tool has helped the company in optimization of the secondary fleet with below levers.
The company faced multiple challenges. Some of them are mentioned below… Optimizing the resources at PAN India cost centres plants/ 3pl sites effectively like
a Indents ~ 15 million+ orders
a Vehicle deployment ~ 250 vehicles, 0.2 M+ Km
a Production capacity ~ 350Munits,
a Manpower ~ 1200 at plant/3PL & ~30,000 at restaurants,
a Space ~ 28,000 pallets,
Through day level demand planning and resource allocation to a reduce costs,
a meet statute requirements of manpower working hrs and
a have customer delight though improved service of on time delivery in full
Improvement in metrics at Stores
a 99.8%+ fill rates for deliveries from plants/3pl to restaurants with average daily order count of 40000+.
a On time store delivery % improvement from 80% to 96% from plants though integrated weekly demand planning with resource planning and TMS
a 10% reduction in distribution cost of secondary transport though weekly load planning, dynamic route optimization, vehicle size optimization with TMS.
a Improvement in metrics at Plant Avg. working at plants during peak supply period within statues < 9 Hrs and no back logs in spite of demand variability by 2.5X.
a Inventory level accuracy increased by 35%.
a Management of variability in production requirement (up to 2.5X) with improved accuracy of production (~ 84% accuracy)
a Improvement in metrics at Stores 99.8%+ fill rates for deliveries from plants/3pl to restaurants with average daily order count of 40000+.
a On time store delivery % improvement from 80% to 96% from plants though integrated weekly demand planning with TMS
a 10% reduction in distribution cost of secondary transport though weekly load planning, dynamic
route optimization, vehicle size optimization with TMS.
Improvement in metrics at Plant a Avg. working at plants during peak supply period within statues < 9 Hrs and no back logs in spite of demand variability by 2.5X.
a Inventory level accuracy increased by 35%.
a Management of variability in production requirement (up to 2.5X) with improved accuracy of production ( ~ 84% accuracy)
Highlighting on the impact of such a crucial project, Naveen Srivastava, Head – International Supply Chain, Jubilant Foodworks Ltd., mentioned, “We are proud to say JFL is the first food brand in India investing in such a project to impact its customer experience through efficient supply chain and also reduce food wastage to help environment. We are the first in the Indian QSR space to deploy digital transformation resource planning and TMS deployment to optimize last mile supply chain to enhance overall customer experience. JFL now plans to widen the use of this technology across their other food brands such as Dunkin, Hong’s Kitchen, Popeyes & Ekdum apart from taking it to its other operating markets such as Sri Lanka, and Bangladesh.”
