CELERITY SUPPLY CHAIN TRIBE APRIL 2025 ISSUE by Celerity Supply Chain Tribe

Procurement’s Next Frontier: Driving Sustainability, Tech Adoption & Resilience

Rendezvous with the Supply Chain Visionaries

FROM CHAOS TO PRECISION

UNRAVELING THE LASTMILE TRANSFORMATION

Master the Art of Last-Mile Logistics through Precision, Strategy, and Innovation

NOTE

Navigating the Future: Precision, Sustainability & Leadership in Supply Chains

Dear Readers,

In today’s rapidly evolving supply chain ecosystem, the intersection of technology, sustainability, and precision is reshaping the future of logistics. Our Cover Story this month explores how technologyenabled precision is transforming last-mile delivery—striking the delicate balance between speed and sustainability. As organizations push for faster fulfillment, the emphasis on eco-conscious operations is no longer optional but imperative.

Under our Leadership section, we examine a paradigm shift—ESG is no longer a niche corporate initiative but an integral part of every business model. The future belongs to organizations that embed sustainability into their DNA rather than treating it as an afterthought.

We also turn the spotlight on procurement, where resilience, digital innovation, and sustainability are setting the stage for the next frontier of supply chain excellence. Our experts dissect how procurement leaders can leverage technology and forward-thinking strategies to build robust and future-ready supply chains.

A particularly heartening trend is the rising number of women making their mark in the value chain domain. In this issue, we celebrate women in supply chain, featuring an insightful conversation with Neha Sorathia on the essential leadership qualities for women in the industry.

Feel free to share your feedback and contributions with us—we’d love to hear your thoughts and insights as we continue shaping meaningful conversations in the supply chain space!

Happy Reading!

Charulata Bansal Publisher Charulata.bansal@celerityin.com

www.supplychaintribe.com

by: Charulata

Edited by: Prerna Lodaya e-mail: prerna.lodaya@celerityin.com

Logistics Partner: Blue Dart Express Limited

Published

Bansal on behalf of Celerity India Marketing Services

12 COVER STORY From Chaos to Precision – Unraveling the Last-Mile Transformation

India’s last-mile delivery service is undergoing a massive transformation, driven by cuttingedge technology, evolving consumer behavior, and an urgent need for sustainability. From AI-driven logistics optimization to drone-based deliveries and the electrification of fleets, companies are racing to build faster, more efficient, and eco-friendly supply chains. The future of last-mile logistics in India hinges on innovation, adaptability, and a fine balance between speed and sustainability. This Cover Story explores the transformation of lastmile delivery, highlighting how innovation, sustainability, and evolving consumer expectations are reshaping logistics, with expert insights on the trends driving this shift.

Circular, Digital, and Diversified: Heralding a New Era of Sustainable Supply Chains

Anil Tomar, COO, Aliaxis India Region, Member Board of Directors at Ashirvad, stresses that ESG will no longer be a niche focus but will become integrated into every business model.

Procurement’s Next Frontier: Driving Sustainability, Tech Adoption & Resilience

Procurement is entering a transformative era—one defined by sustainability, digital innovation, and the need for unwavering resilience. This Special Report delves into the next frontier of procurement, exploring how sustainability, technology, and resilience are reshaping the landscape—and how organizations can harness these forces to build a futureready supply chain.

Rendezvous With the Supply Chain Visionaries

‘Empower the team & give freedom to perform’ – Yashpal Singh Negi, Executive Director, Global Autotech Ltd.

‘High performing teams can be built on mutual trust and openness’ – Gaurav Dua, Former Head – Global Supply Chain Development, Pernod Ricard

‘A leader’s role goes beyond just delegation’ – Supply Chain Strategist Dr. Radha Mohan Gupta

From Bottlenecks to Breakthroughs: Women Leading the

Change

Neha Sorathia, Sr. Principal – Strategy & Consulting, Accenture India, highlights the most essential leadership qualities for women in supply chain roles are Strategic Thinking, Influence, Adaptability, and Collaboration.

24 | UP, CLOSE AND PERSONAL

CIRCULAR, DIGITAL, DIVERSIFIED: HERALDING A NEW ERA OF SUSTAINABLE SUPPLY CHAINS

“ESG will no longer be a niche focus but will become integrated into every business model. Companies across industries are incorporating ESG factors into their core strategies, from manufacturing to service sectors. The concept of a circular economy, where products and materials are reused and recycled, will gain more traction. Industries will move away from linear models of ‘Take, Make, Dispose’ toward regenerative systems. The push for carbon-neutral operations will become a major driver of innovation in clean energy, carbon capture, and energy efficiency technologies,” highlights Anil Tomar, COO, Aliaxis India Region, Member Board of Directors at Ashirvad, during this exclusive interview…

How does Aliaxis approach sustainability? What are your targets for Net Zero?

Aliaxis is a leading technology company where over 75% of our products and systems are designed to transport, store, or treat water. A significant number of our applications are also used in deploying clean energy. Inherently, the work we do positively impacts and makes a difference in the lives of many people. At Aliaxis, we are committed to making our operations more sustainable. Climate change mitigation and circular economy are a priority for us.

Our efforts include increasing the use of renewable energy sources, improving energy efficiency, exploring alternatives to fossil fuels, managing our resources and emissions, and reducing waste generation. Simultaneously, we are exploring every opportunity to increase the percentage of recycled content in our products. We aim to reduce the carbon footprint of our manufacturing operations by using more efficient processes and increasing the quantity of recycled content in our products.

Amongst our key sustainability targets, develop innovative and easy-toinstall pipe and fittings’ solution whilst increasing the recycled content in our products. In India, our researchers have successfully optimized the amount of material needed which means we are less carbon intensive, with no loss to quality or performance. We have different strategies for the different countries we are operating in. For instance, the Australian Government offers incentives to suppliers if they are using recycled materials.

Our Bengaluru Research & Technology Center has also focused on electrofusion to join pipes using specialist fittings that have built-in electrical heating elements to weld the pipes together without the need for separate fittings. They benefit from our established expertise in Germany where we lead the market, notably thanks to our Frialen® solutions. In the Pacific region, we’re making the most progress on incorporating recycled content as we acquired Comspec, a New Zealand expert in plastic recycling. Comspec processes polypropylene and high-density polyethylene into plastic

is a strategic leader at

driving transformation across the value chain with a strong focus on customer centricity, profitability, operational excellence, and sustainable growth. With over 20 years of experience in leadership roles across companies like MTL, Danone, Kellogg Company, and Mars, Anil is deeply committed to building high-performance teams and delivering customer-focused innovations. He is a Delhi College of Engineering alumnus and holds a Lean Six Sigma Black Belt, exemplifying his dedication to operational excellence and transformative leadership.

Anil Tomar

Ashirvad

Aliaxis,

pellets, that we reuse as raw material, each year providing 2,000 tonnes of fully recycled resin. This acquisition translates into a significant reduction in our CO2 emissions. As an example, our Drainflo® range contains between 11 and 47% recycled content, sourced from shampoo, conditioner, and cleaning product bottles, all processed by Comspec.

In Australia, our StormFLO® drainage system for use in agriculture and civil infrastructure projects, not only incorporates recycled material but is also fully recyclable. As well, our Draincoil® sub-surface drainage pipe is made with 100% recycled material and is also fully recyclable. This range of pipes and fittings helps tackle waterlogging after heavy rainfall, preventing salinity issues. They can be found in diverse settings: buildings, recreation spaces like sports fields, racetracks, and golf courses, and agriculture.

We are working to make our factories and offices more sustainable, with improvements across the board in carbon reduction, energy efficiency, water use and waste. A key feature of our operational excellence programme is the drive to make our plants not only more productive but also more efficient. For example, as well as meeting our renewable electricity goals during the year, we also achieved our energy efficiency targets,

Sustainability is at the heart of our design process, where we conduct Cradle to Grave analysis to ensure long-term environmental responsibility. As a global leader in fluid management solutions, we are rapidly investing in technologies like Aquarius Spectrum, Opti (both fully owned and integrated into Aliaxis’ Growth function), and Kando. These innovations are enhancing the resilience of water infrastructure by utilizing advanced leak detection, smart stormwater management, and tracking pollution in wastewater and mining water networks to gather vital public health data. In agriculture, CropX is optimizing irrigation systems to enhance fertilization and increase crop yields.

reducing energy use by 3%.

We are now carrying out a double materiality assessment, which will allow us to prepare for the European Union’s new non-financial reporting requirements. The Corporate Sustainability Reporting Directive demands a higher level of transparency in ESG reporting and our team is working to ensure that we fully comply with the new legislation. We have

launched a new Code of Ethics, which builds on our earlier code of conduct, and are rolling out training on this across the business. The code is about ensuring that we act with fairness and integrity every day and in all our interactions with each other, with our stakeholders and in the context of a wider society.

In India, some 71% of our operations are powered by renewable electricity

Image

Courtesy: Aliaxis

India

already, up from 39% in 2022. We’ve made great progress since opening a dedicated solar farm in Bikaner, Rajasthan, which started producing power in early 2023. In addition, our new Telangana plant will be powered by solar panels.

Would you like to give us insights into India specific sustainability strategies?

India faces huge challenges in increasing access to clean water and managing its existing water infrastructure, but it is also a nation packed with superb innovators in this field and we are continuing to support and reward them through The/ Nudge Ashirvad Water Challenge. The challenge, run in partnership with the Office of the Principal Scientific Adviser to the Indian Government, backs startups and innovators using AI and robots to tackle the problem of water wastage with the overall aim of improving water security for 19 million households.

This year’s grand winners were SmartTerraTM with a platform that uses AI to detect leaks in water networks. Its technology has been implemented in five states, contributing to conservation of over 5 million litres of water each month. The runners up, Solinas Integrity, have deployed robots that identified 340 contamination points, resulting in a daily water saving of 600,000 litres.

Initially, over 140 applicants came forward with their innovations. These were shortlisted to seven finalists who spent six months incubating their ideas working closely with our own experts. The challenge has been so successful that we are now deepening our relationship with The Nudge Institute, working together to bring water solutions to people in India’s cities and rural areas. Together, we are convening the Water Security Council of India, with a mission to identify and tackle India’s most pressing water challenges over the next 10 to 15 years.

The Council will bring together public and private sector organizations

and leading thinkers, entrepreneurs, and policymakers to commission research into future challenges. It will be chaired on a rolling basis by domain experts. We are fully committed to playing an active role in its deliberations, bringing thought leadership and research ideas to the table with the aim of building a strong ecosystem of like-minded experts who can really make a difference to society.

We have launched India’s first-ever antimicrobial UPVC pipes to address water supply contamination concerns. Incorporating silver ion technology, these pipes are safeguarded against a wide range of contaminants, providing robust protection against bacteria, viruses, fungi, and algae, while ensuring durability and longevity. The technology has been verified by third-party labs and has been proven to have 90% efficacy against bacteria, viruses and fungi, and 40% protection against algae. By preventing the build-up of biofilm, this innovative solution is suitable for carrying clean and hygienic drinking water in buildings.

What actions do you take in India and overseas when it comes to transportation decarbonization?

In India, we have been intensely focused on network and load optimization for the past two years. Over the last year, we relocated around 20 production lines after recognizing that it was more efficient to move the production lines rather than transport trucks. Moving resin or raw materials is more ecofriendly than shipping finished goods. Additionally, we prioritize sourcing raw materials from nearby suppliers to minimize carbon emissions. To further enhance efficiency, we are establishing a facility in Chennai to significantly reduce shipping times for exports.

How do you ensure sustainability as a vendor?

Sustainability is at the heart of our design process, where we conduct Cradle to Grave analysis to ensure longterm environmental responsibility. As a global leader in fluid management solutions, we are rapidly investing in technologies like Aquarius Spectrum, Opti (both fully owned and integrated into Aliaxis’ Growth function), and Kando. These innovations are enhancing the resilience of water infrastructure by utilizing advanced leak detection, smart stormwater management, and tracking pollution in wastewater and mining water networks to gather vital public health data. In agriculture, CropX is optimizing irrigation systems to enhance fertilization and increase crop yields.

What are your strategies to make supply chains more resilient & sustainable?

In the current era, crucial for any business is resilience and sustainability in the supply chain which will navigate uncertainties and meet ESG goals. Few strategies include Collaboration and partnering with suppliers on ESG; investing in the capabilities of suppliers—both in terms of technology and sustainability—ensure mutual growth and help build more resilient supply chain networks; Collaborating across industries for better resource sharing and risk mitigation strategies. Sharing knowledge and resources can help create more robust and adaptable supply chains. Besides, there are few other key strategies that help in making supply chains more resilient & sustainable…

8 Sustainable Procurement:

Prioritizing suppliers who follow sustainable practices (e.g., using renewable energy, ethical labour practices, ensuring environmental and labour law compliances) ensures that supply chains are both resilient and ethical. Building lasting partnerships with suppliers to create mutual value, rather than solely focusing on immediate costs, fosters shared responsibility for achieving ESG goals.

8 Sustainable by Design and Powering Circularity: Designing products with less material usage,

Image Courtesy: Aliaxis India

recyclability, easy disassembly, and potential for reuse helps reduce dependence on raw materials and minimizes environmental impacts throughout the product lifecycle. By embracing circular economy principles such as reusing materials, recycling, and reducing waste, we can make supply chains more sustainable.

8 Adoption of Technology:

Automating manufacturing, logistics, and warehousing can reduce the impact of labour shortages and drive efficiency. Implementing IoT devices and AI for real-time tracking of goods, inventory levels, and supplier health can enhance visibility. Advanced analytics and AI can help predict disruptions, optimize routes, and forecast demand more accurately.

8 Diversified Supply Chain: By diversifying suppliers, businesses can reduce the risk of disruption from geopolitical issues, natural disasters, or other unexpected events. Sourcing from multiple regions helps mitigate the risks associated with regional disruptions, such as pandemics, extreme weather, or political instability.

8 Mitigating Climate Risk:

Conducting regular climate risk assessments within the supply chain to identify vulnerable areas and implement proactive measures, such as strengthening infrastructure to withstand extreme weather events.

8 Moving to green and energy efficient logistics (like electric vehicles, CNG

vehicle) optimizing routes, and reducing packaging waste, can lower the carbon footprint of supply chains.

How can technology support sustainable development?

Technology plays a crucial role in supporting sustainable development of business by enhancing efficiency, reducing waste, and enabling innovative solutions to environmental, social, and economic challenges. Here are several ways technology contributes to sustainable development:

RENEWABLE ENERGY TECHNOLOGIES

8 Solar, wind, and geothermal energy: Technological advancements in renewable energy sources are driving the transition away from fossil fuels, helping reduce carbon emissions and mitigate climate change.

8 Energy storage: Improved battery technology enables better storage solutions for renewable energy, making it more reliable and scalable.

POWER CIRCULARITY

8 Waste-to-resource technologies: Advanced recycling, composting, and upcycling processes are powered by technology to transform waste into new products, reducing the demand for raw materials and minimizing landfill use.

8 Product lifecycle tracking: Technologies like blockchain and IoT can track the lifecycle of products, ensuring they are reused or recycled properly and reducing waste.

IMPROVING ENERGY EFFICIENCY

8 Energy-efficient production through Automation, AI, and IoT can optimize production processes to reduce energy consumption and improve resource efficiency.

TECHNOLOGY IN WATER STEWARDSHIP

Technology can play vital role in driving water stewardship hierarchy by eliminating water dependency to reduce/ reuse/recycle to reduce the water.

8 Smart water meters: IoT-based sensors can monitor water usage, detect leaks, and optimize irrigation, leading to significant water savings

8 Purification technologies: New desalination processes and water purification systems are helping provide clean water in regions with limited freshwater sources, contributing to sustainable water use.

ENVIRONMENTAL MONITORING

8 Remote sensing and satellite technology: These technologies enable the monitoring of ecosystems, deforestation, water quality, and climate patterns in real-time, helping track and manage environmental impacts.

8 AI for environmental data analysis: AI and machine learning can process large datasets to identify patterns and predict future environmental changes, supporting better decision-making

We are working to make our factories and offices more sustainable, with improvements across the board in carbon reduction, energy efficiency, water use and waste. A key feature of our operational excellence program is the drive to make our plants not only more productive but also more resource efficient. For example, as well as meeting our renewable electricity goals during the year, we also achieved our energy efficiency targets, reducing energy use by 3%.

in sustainability efforts. The sustainability landscape is evolving rapidly, and several key trends and shifts are expected to define its future trajectory.

According to you, what challenges are companies facing in shifting gears to more sustainable alternatives?

Businesses might encounter several challenges while moving towards more sustainable alternatives:

8 High investment & Long-term ROI: Sustainability solutions often require significant upfront investment in new technologies, infrastructure, or sourcing ecofriendly materials, which can be a barrier, especially for smaller companies. It is difficult for the businesses to commit without a clear understanding of the financial benefits over time.

8 Limitations in Supply chain: Companies find difficulties in sourcing sustainable materials or solutions. Sometimes too complex and transitioning to alternatives may disrupt existing system.

8 Cost effectiveness to be competitive: Consumers often expect sustainable products but may not be willing to pay higher prices for them or cannot afford them. To be cost-effective can be difficult.

8 Resistance to Change: Shifting to more sustainable practices can encounter internal resistance from employees or stakeholders who may be sceptical about the longterm benefits or reluctant to change established processes.

8 Technology and Innovation Gaps: While there is innovation in

sustainable practices, the technology and processes that support these shifts are still developing. Companies may face difficulties in finding viable, scalable, and efficient technologies for sustainable production.

8 Challenges in Reporting:

Measuring and reporting sustainability efforts (e.g., carbon footprints, water usage) is complex and requires robust systems.

Despite these challenges, many companies recognize the long-term benefits of sustainability, including cost savings, improved brand reputation, and regulatory compliance, which can make the transition worth the effort.

How do you foresee the sustainability landscape moving from here on?

ESG will no longer be a niche focus but will become integrated into every business model. Companies across industries are incorporating ESG factors into their core strategies, from manufacturing to service sectors.

Circular economy adoption: The concept of a circular economy, where products and materials are reused and recycled, will gain more traction. Industries will move away from linear models of ‘Take, Make, Dispose’ toward regenerative systems.

Decarbonization and Climate Action as Central Focus: More countries and businesses will commit to net-zero emissions by 2050 (or sooner). The push for carbon-neutral operations will become a major driver of innovation in clean energy, carbon capture, and energy efficiency technologies. Significant investments in renewable energy, energy storage, and electrification of industries (e.g., electric vehicles, hydrogen) will

continue to reduce dependence on fossil fuels. Technological advancements will play a critical role in reducing the costs of clean technologies.

Technological Advancements and Digital Transformation: The use of AI, machine learning, and big data will be integral in addressing sustainability challenges, enabling smarter resource allocation, real-time environmental monitoring, and predictive insights into climate-related risks. Blockchain will become more widely adopted for ensuring transparency in supply chains, tracking carbon footprints, and validating claims of sustainability, providing a reliable and secure way to trace environmental impacts and certifications.

Regulation and Policy Advancements:

Compliance with ESG standards will be crucial for businesses progress and moreover to maintain licenses to operate. Though India doesn’t have a national policy on Carbon Tax or direct pricing mechanisms, like EUs however, policy frameworks are being explored.

Protecting Nature and Biodiversity - Natural Capital: It is the foundation for many businesses. Recognizing the importance of preserving ecosystems, biodiversity, and the essential services provided by nature is crucial. Greater efforts are needed to integrate natural capital into decision-making processes and financial systems.

Increased consumer and corporate Demand for Sustainability: There’s a growing demand for products that are environmentally and socially responsible. Companies that can offer sustainably produced goods will see increased market demand and consumer loyalty.

From Chaos to Precision:

UNRAVELING THE LAST-MILE TRANSFORMATION

India’s last-mile delivery sector is undergoing a massive transformation, driven by cutting-edge technology, evolving consumer behavior, and an urgent need for sustainability. From AI-driven logistics optimization to drone-based deliveries and the electrification of fleets, companies are racing to build faster, more efficient, and eco-friendly supply chains. However, with the rapid rise of quick-commerce and increasing competition, businesses must navigate complex operational challenges while ensuring long-term profitability. The future of last-mile logistics in India hinges on innovation, adaptability, and a fine balance between speed and sustainability. This Cover Story explores the transformation of last-mile delivery, highlighting how innovation, sustainability, and evolving consumer expectations are reshaping logistics, with expert insights on the trends driving this shift.

THE global last-mile delivery market, valued at approximately $146.81 billion in 2023, is projected to reach $340.56 billion by 2032, growing at a CAGR of 9.8%. A key challenge remains cost, with lastmile logistics accounting for 41% of total supply chain expenses. Businesses are investing heavily in AI-driven optimization, micro-fulfillment centers, and autonomous delivery solutions like drones and electric vehicles (EVs). Meanwhile, the growing demand for zero-emission vehicles (ZEVs) highlights a broader push toward eco-friendly logistics.

India’s last-mile delivery market mirrors these global trends but with an even sharper growth trajectory. The sector was valued at $3.53 billion in 2023 and is expected to soar to $10.55 billion by 2032, growing at a CAGR of 12.2%. The broader e-commerce logistics sector is on a 24.44% CAGR trajectory, projected to reach $106.67 billion by 2032. One of the biggest disruptors in India is the quick-commerce segment, which has surged from $100 million in 2020 to a projected $6 billion in 2024. However, the financial sustainability of ultra-fast deliveries remains a pressing concern, with companies struggling to balance speed and cost efficiency. In response, Indian logistics firms are rapidly adopting AI, automation, and electric vehicle fleets to enhance efficiency and sustainability. Companies are also experimenting with drones and autonomous vehicles, aiming to revolutionize last-mile operations in urban and semi-urban areas. With these insights, let’s turn to the experts for their

take on the evolving last-mile delivery landscape…

How do you perceive the last mile in e-commerce?

In today's business environment, where profitability is paramount, optimizing lastmile logistics is essential for e-commerce success.

Kamlesh Kumar, Vice President – Supply Chain, Jumbotail: In e-commerce, the last mile is a crucial focus for businesses for two main reasons. Firstly, it serves as a key differentiator in a highly competitive market, shaping consumer perception. Research from Capgemini indicates that 74% of consumers are willing to increase their spending by at least 12% with their preferred retailers if they receive efficient and exceptional last-mile delivery services. Secondly, the last mile constitutes a substantial 40% of total supply chain costs. In today's business environment, where profitability is paramount, optimizing last-mile logistics is essential for e-commerce success.

At Jumbotail, our mission is to revolutionize India's food and grocery sector through technology, data science, and design. We are actively investing in advanced technologies and strategic initiatives to enhance last-mile efficiency. We strongly believe that organizations must invest in data analytics to remain agile, competitive, and customercentric in a rapidly evolving market. Data-driven decision-making allows businesses to identify inefficiencies within their logistics network, leading to targeted optimizations in routing

Kamlesh Kumar, Vice President – Supply Chain, Jumbotail

We believe the most scalable way to address challenges in India’s food and grocery ecosystem is to start by solving demand-side issues at scale. With 96% of India’s $450 billion food and grocery market flowing through over 10 million Kirana stores—neighborhood mom-and-pop retailers—these stores are the backbone of our economy. Contrary to popular belief, Kirana stores are not dying due to e-commerce and competitive pricing; instead, they struggle to showcase their value proposition to end consumers. Recognizing this gap, we saw a tremendous opportunity to serve Kirana stores by building a wholesale marketplace that connects them with staple producers, traders, and FMCG brands. Our goal is to fundamentally transform India’s food and grocery ecosystem. In doing so, we aim to build a large, impactful, and profitable business that makes our country proud.

and operations. Our team continuously innovates to refine milk-run supply chain routing, ensuring exceptional customer experience while building a sustainable logistics network.

Dipanjan Banerjee, Chief Commercial Officer, Blue Dart Express Ltd.: At Blue Dart, we are committed to delivering reliable, fast, and cost-effective solutions to our customers. Last-mile delivery plays a vital role in shaping the overall e-commerce experience, but it comes with its own set of challenges, including traffic congestion, unpredictable delivery windows, and the need for precise delivery accuracy. To address these challenges, we utilize advanced route optimization technology, which helps mitigate traffic issues and ensures timely deliveries. Additionally, we’ve built a strong network of delivery partners to offer flexibility and consistently meet customer expectations. We have also partnered with what3words which has helped us improve address accuracy, delivery efficiency, and customer experience across the country. We continuously assess and refine our lastmile delivery strategies to reduce delays, lower costs, and improve customer satisfaction. By combining innovative technology with strong partnerships, we are well-prepared to navigate the complexities of last-mile delivery in e-commerce.

Deepak Kumar Goel, Chief of Operations – Last Mile, Shadowfax Technologies: Today last mile is primarily driven by speed at which consumers want the product. Consumer preferences

E-commerce and fulfillment operations are growing daily, thanks to customer demand for faster and more reliable deliveries. Agility in last-mile delivery processes and service options is critical to addressing that demand. It allows companies to meet customer demands providing fast, accurate and efficient product delivery that increases customer loyalty and gives organizations a competitive advantage. To optimize last-mile operations to meet challenges including the demand for faster and more reliable deliveries, technologization, a hyperfocus on customer experience, increasing sustainability demands and rising costs, leverage these top seven trends in last-mile delivery (LMD) technology.

Source: Gartner

are changing very quickly. Today if I open an e-commerce platform, my first filter is usually if I can get the product within same day. With the evolution of quick commerce, this is further going to put stress on delivery speed. So, the biggest challenge to addressing consumer expectation is how to meet this speed without burning a lot of cost. We are the pioneers for this speed in the industry. We are the biggest players in Same Day delivery and quick commerce delivery and over the years have fine-tuned our tech to suit to meeting speed expectation from the consumer.

Pradeep Billava, Vice President, Zepto: The last mile in e-commerce is critical, impacting customer satisfaction and operational efficiency significantly. It represents the final and most visible step in the delivery process where efficiency, reliability, and superior service quality are crucial.

Rider Availability and Retention: To tackle challenges during peak periods such as holidays and festivals, we utilize advanced rider partner apps that facilitate easy sign-ups and rigorous vetting processes. Competitive bonuses and a supportive work culture are essential for maintaining rider retention. These tools ensure

continuous availability of gig workers, crucial for meeting delivery demands.

Professional Development and Engagement: Comprehensive training programs integrated through technology platforms enhance riders' customer service skills, safety protocols, and emergency responses. Such initiatives not only empower riders but also improve customer interactions, leading to higher satisfaction rates. Additionally, using technology to conduct and analyze employee NPS helps in understanding rider satisfaction and engagement levels, guiding improvements in workplace practices.

Operational Integrity and Security: Technology platforms enhance security by ensuring that riders are who they claim to be, thereby maintaining operational integrity and customer trust. Features like identity verification embedded in apps help prevent impersonation and fraud.

Regulatory Compliance and Continuous Education: Continuous education on regulatory compliance is facilitated through digital platforms that also provide robust support systems such as helplines and grievance centers. This

ensures that riders are well-informed and supported, adhering to the highest standards of safety and legality.

Performance Incentives and Metrics: Performance metrics such as earnings per hour, job completion rates, and employee NPS are tracked and analyzed through sophisticated apps. Regular payouts and milestone bonuses encourage long-term engagement and high performance.

Enhancing Communication Through Technology: Technology not only facilitates real-time communication and feedback but also integrates gamification elements to foster a competitive yet collaborative environment. Competitions themed around key performance indicators, and offering lucrative prizes, are organized through these platforms, creating excitement and driving excellence.

Customers today have high expectations for service quality and product availability across channels. How do you balance priorities across these channels? The secret lies in segmenting your customers better and creating a differentiating service line across segments.

Kamlesh Kumar: Businesses primarily

consider two factors when balancing priorities in an omnichannel supply chain: customer preferences, which form the backbone of our operations, and operational capabilities or limitations. These two elements shape how we manage priorities across different channels. A few key aspects help maintain this balance. First, consistency across channels is critical, as high customer expectations are now universal. Second, deciding which channel to prioritize depends on customer journey mapping.

We believe the most scalable way to address challenges in India's food and grocery ecosystem is to start by solving demand-side issues at scale. With 96% of India's $450 billion food and grocery market flowing through over 10 million Kirana stores—neighborhood momand-pop retailers—these stores are the backbone of our economy. Contrary to popular belief, Kirana stores are not dying due to e-commerce and competitive pricing; instead, they struggle to showcase their value proposition to end consumers. Recognizing this gap, we saw a tremendous opportunity to serve Kirana stores by building a wholesale marketplace that connects them with staple producers, traders, and FMCG brands.

While we are a technology- and AIdriven company, our true competitive edge lies in operational excellence and strong business fundamentals, enabled by cutting-edge technology. We manage thousands of tons and millions of physical units of food and grocery products

Dipanjan Banerjee, Chief Commercial Officer, Blue Dart Express Ltd.

Balancing speed, cost, and customer satisfaction in last-mile deliveries is a complex yet critical task, and at Blue Dart, we achieve this balance through a combination of strategic planning, technology, and operational efficiency. To ensure speed, we optimize routes using AI-driven predictive analytics and realtime tracking systems, allowing us to predict delivery windows, minimize delays, and adjust routes dynamically based on factors like traffic and weather. On the cost front, we maintain a scalable fleet that adjusts to demand, helping us control expenses during off-peak periods. Above all, customer satisfaction is our priority. We understand that timely and reliable deliveries are essential to the customer experience. By focusing on consistent quality, clear communication, and flexible delivery options, we ensure each delivery meets high standards. This balanced approach allows us to provide fast, cost-effective, and reliable last-mile solutions while always prioritizing customer satisfaction.

through our tech-driven, in-house supply chain, built specifically for wholesale food and grocery e-commerce in India. We immerse ourselves in understanding our users, combining qualitative insights with data-driven analytics to enhance customer experience and maximize value. Our goal is to fundamentally transform India's food and grocery ecosystem. In doing so, we aim to build a large, impactful, and profitable business that makes our country proud.

Deepak Kumar Goel: The secret lies in segmenting your customers better and creating a differentiating service line across segments. A customer sitting in Bihar and ordering a Rs 300 product Vs a customer in one of the metros ordering a Rs 5000 product – the expectation is not similar. And hence your cost of service cannot be similar. So, you have to segment and design the service line separately for each expectation accordingly.

How do you balance speed, cost, and customer satisfaction in lastmile deliveries?

Through a combination of innovative delivery options, robust data analytics, advanced technology, and structured experimentation, the e-commerce industry effectively balances speed, cost, and customer satisfaction.

Kamlesh Kumar: It’s no longer a tradeoff between cost and speed; instead, it’s about optimizing both. Customers expect speed and convenience, while businesses

need to manage costs to maintain profitability. In the B2B space, where margins are thin, achieving this balance requires strategic investments. One key area is advanced routing technology, particularly AI-driven solutions, which help us optimize delivery routes for faster and more efficient service. Another crucial focus is enhancing customer communication. Today’s customers expect real-time updates on their orders, and if a delivery is delayed, they want to be informed immediately.

The expectations of Kirana store owners have also evolved. Previously, they were comfortable waiting a week for supplier deliveries. Now, they demand just-in-time fulfillment. As a result, educating customers on supply chain dynamics and leveraging technology to meet their needs have become essential for companies like ours.

Dipanjan Banerjee: Balancing speed, cost, and customer satisfaction in lastmile deliveries is a complex yet critical task, and at Blue Dart, we achieve this balance through a combination of strategic planning, technology, and operational efficiency. To ensure speed, we optimize routes using AI-driven predictive analytics and real-time tracking systems, allowing us to predict delivery windows, minimize delays, and adjust routes dynamically based on factors like traffic and weather. On the cost front, we maintain a scalable fleet that adjusts to demand, helping us control expenses during off-peak periods.

Above all, customer satisfaction is our priority. We understand that timely and reliable deliveries are essential to the customer experience. By focusing on consistent quality, clear communication, and flexible delivery options, we ensure each delivery meets high standards. This balanced approach allows us to provide fast, cost-effective, and reliable lastmile solutions while always prioritizing customer satisfaction.

Deepak Kumar Goel: Well, the choice is simple – Customer Service Supersedes Everything. We cannot think of delivering business without delivering smiles on the customer faces. Once our customers are satisfied, all the other things fall into place automatically. Having said that, cost is the basic principle that goes into designing any supply chain. Which transportation mode to use, which logistics model to use, where all to stock inventory etc., all are designed by keeping cost into consideration. However, when the choice is Vs Customer service, the latter is prioritized.

Pradeep Billava: The last-mile delivery challenges in the e-commerce sector are complex, involving a delicate balance of speed, cost, and customer satisfaction. This balance is pivotal as it directly impacts on customer loyalty and business sustainability. Here's how the industry addresses these challenges: Diversifying Delivery Modes: Flexibility in delivery options is crucial. Businesses are adopting a variety of methods, from traditional motorbikes to walkers for

short distances and cycles, e-cycles, and e-bikes, tailored to different urban layouts and distance requirements. This strategic diversity optimizes both cost and delivery speed, meeting varied customer expectations.

Leveraging Data Analytics: Data analytics play a critical role in mining customer feedback and retention data to understand how delivery speed and cost variations impact customer satisfaction. This data-driven insight allows businesses to finely tune their delivery operations to align with customer expectations, thereby managing costs effectively while enhancing satisfaction.

Enhancing Customer Communication: Advancements in technology enable real-time updates about delivery status, providing customers with the flexibility to manage their orders, such as rescheduling deliveries or updating delivery details. This level of proactive communication maintains transparency and builds trust, particularly crucial during delays.

Cost vs. Customer Loyalty: Strategically evaluating the trade-offs between the costs of delivery and the benefits of customer acquisition and retention is crucial. The industry often balances faster, more flexible delivery options against the costs, determining investment levels based on potential gains in customer loyalty.

Continuous Supply Chain Innovation:

Innovative Testing Approaches: Beyond conventional methods, the industry employs structured experiments like multivariate and sequential offering tests to gauge customer preferences for different delivery options at varying price points. This helps companies adapt their delivery services based on empirical customer behavior and market conditions.

Experiment Design: Careful planning and implementation of experiments are undertaken to explore customer preferences across demographic and regional variations. This approach helps predict and meet customer needs more accurately, guiding logistical adjustments and service offerings.

Creating the right logistics network is a challenging task. How do your customers evaluate and determine the best combination of distribution centers, nodes, and partnerships to efficiently support omnichannel demand?

When balancing speed and cost efficiency, many focus primarily on warehousing and network design. However, transportation plays the biggest role in speed.

Deepak Kumar Goel, Chief of Operations – Last Mile, Shadowfax Technologies

Currently, the industry sees return rates of around 10-15%. Effectively managing returns requires a deep understanding of the key challenges involved. One of the biggest challenges in reverse logistics, particularly in India, is fraud. To address this, Shadowfax was among the first to introduce a quality check system at the point of pickup. When a delivery agent collects a return, we ensure a verification process is in place to confirm that the returned item matches what was originally delivered. Additionally, our technology and operational processes are designed to prevent fraud, even at the level of delivery personnel. This has been one of the most significant improvements in managing reverse logistics. Another critical aspect is reducing lost revenue. Many platforms are now offering exchange options instead of outright returns. Implementing seamless technology and processes to support such services can help businesses retain revenue while still providing flexibility to customers.

Deepak Kumar Goel: The key focus is always on the customer. Understanding their expectations is crucial. As a 3PL full-stack solution provider, we operate across all Indian markets, from Tier I to Tier III cities. Our customers have diverse delivery needs—some expect products within 10 or 30 minutes, others prefer same-day or next-day delivery, while some prioritize cost over speed and are willing to wait four to five days for the best value. Expanding e-commerce into tier III markets requires tailoring the supply chain to their unique demands. In rural areas, cost often takes the precedence. The supply chain can be designed as a mesh network, where multiple nodes interconnect for faster reach, or as a hub-and-spoke model optimized for cost efficiency.

For example, when delivering to remote areas of Bihar or Jharkhand, the hub-and-spoke model is more practical. A central facility in Patna would distribute goods to smaller, localized transport networks. However, in metropolitan areas where 30-minute or same-day deliveries are common, dark stores play a crucial role in ensuring timely fulfillment.

That said, a single warehouse in Hoskote, Bengaluru, cannot serve customers across the city within 30 minutes. Inventory placement must be customized—what sells in Koramangala might differ from what’s needed in Sarjapur Road or Hoskote. Customer profiling is essential to optimize supply chain segmentation. E-commerce is evolving to the extent that even within a single warehouse or sort center, different

layouts may cater to distinct needs.

When balancing speed and cost efficiency, many focus primarily on warehousing and network design. However, transportation plays the biggest role in speed. While road transport from Delhi to Bengaluru takes around 50 hours and air transport is costly but takes just 2 hours, the Indian railway system remains an underutilized alternative. Rajdhani Express, for instance, completes the same journey in about 36 hours and has proven to be both cost-effective and efficient for goods transport.

How do you manage peak demand periods (e.g., festive seasons, flash sales)?

Prepare in advance by deploying additional resources and leveraging advanced route optimization software to ensure timely and efficient deliveries, even during high-volume periods.

Dipanjan Banerjee: We have developed a comprehensive strategy to manage peak demand periods, ensuring that we maintain high service levels. One of the key elements of our approach is the scalability of our operations. We prepare in advance by deploying additional resources and leveraging advanced route optimization software to ensure timely and efficient deliveries, even during high-volume periods. Another significant advantage is our ownership of a dedicated fleet of cargo planes, which sets us apart from many competitors who rely mostly on commercial flights and surface transport. This capability

allows us to have greater control over our air freight capacity, particularly during peak seasons when demand for air cargo increases. By not being entirely dependent on commercial airlines, we can better manage flight schedules, reduce delays, and maintain consistent delivery timelines. Additionally, our advanced surface transport network helps us further streamline operations, ensuring that deliveries are not only timely but also cost-effective.

How do you manage returns effectively while minimizing costs? Are there specific strategies or technologies that help streamline this process?

Effectively managing returns in e-commerce requires a multifaceted approach that combines clear communication, strategic use of incentives and disincentives, advanced technological integration, and proactive product management.

Kamlesh Kumar: Since we deal with a large volume of staples—many of which are seasonal and sourced from different suppliers—variations in quality are inevitable. As a result, most of our returns stem from quality differences. However, returns don’t significantly impact our costs, thanks to our efficient logistics model. Our business operates within a defined customer base in each city, with frequent and recurring deliveries. This allows us to integrate reverse logistics seamlessly into our forward delivery plans. Whenever we schedule a delivery, we simultaneously manage returns,

ensuring minimal additional costs. Given the thin margins in our industry, dedicating separate resources to handle returns would be unsustainable. By optimizing our logistics and leveraging our existing routes, we ensure returns are managed efficiently without eroding profitability.

Deepak Kumar Goel: That’s a great question, considering that reverse logistics is an integral part of the e-commerce industry. Currently, the industry sees return rates of around 10-15%. Effectively managing returns requires a deep understanding of the key challenges involved. One of the biggest challenges in reverse logistics, particularly in India, is fraud. A small segment of customers engages in fraudulent activities such as using products and returning them, swapping items before returning, or sending back damaged goods. Beyond the revenue loss, companies also bear the additional cost of not receiving the original product in return.

To address this, Shadowfax was among the first to introduce a quality check system at the point of pickup. When a delivery agent collects a return, we ensure a verification process is in place to confirm that the returned item matches what was originally delivered. Additionally, our technology and operational processes are designed to prevent fraud, even at the level of delivery personnel. This has been one of the most significant improvements in managing reverse logistics.

Beyond fraud prevention, reverse logistics is inherently cost-intensive. Optimizing resources is key to minimizing

expenses—this means efficiently crossutilizing delivery personnel, sort centers, and transportation networks for both forward and reverse logistics. Another critical aspect is reducing lost revenue. Many platforms are now offering exchange options instead of outright returns. Implementing seamless technology and processes to support such services can help businesses retain revenue while still providing flexibility to customers. At Shadowfax, we have successfully tackled several of these challenges, which has positioned us as a market leader in reverse logistics. However, this sector continues to evolve, and there are still many areas where further innovation is needed.

Pradeep Billava: Managing returns effectively while minimizing costs is crucial in e-commerce. A wellcoordinated approach that combines clear policies, technological integration, and strategic incentives can significantly enhance customer satisfaction and reduce financial impact. Here’s how this is typically addressed across the industry:

Clear Return Policies: Well-defined return policies clearly communicated through strategic design elements help categorize products into returnable and non-returnable groups effectively. This clarity reduces confusion and manages customer expectations, setting the groundwork for a smooth return process.

STRATEGIC USE OF INCENTIVES AND DISINCENTIVES

 Incentives: Offering instant discounts for customers who commit to no-

return purchases and providing cashback rewards post-delivery can significantly reduce return rates. These incentives encourage customers to make thoughtful purchases and reward them for retention.

 Disincentives: Implementing return charges and requiring customers to handle shipping for returns can discourage unnecessary returns, aligning behaviors with genuine needs.

Leveraging Technology: Data Analytics and AI tools collect and analyze data on customer demographics and buying behaviors to provide accurate product recommendations and size suggestions, decreasing the likelihood of returns. Augmented reality and live demonstrations allow customers to visualize products more realistically, which helps in reducing mismatched expectations. AI and Chatbots provide immediate assistance to answer prepurchase questions, clarifying product details and functionalities that might otherwise lead to returns.

Proactive Product Management: Monitoring return rates and customer feedback allows for timely corrective actions, such as delisting products that consistently fail to meet customer expectations. This proactive approach enhances customer experience and minimizes costs associated with frequently returned products.

Streamlined Return Processes: Efficient management of the logistics of returns is vital. This includes optimizing reverse

E-commerce companies continuously innovate their supply chain processes to reduce overheads and improve service delivery, integrating cutting-edge technology and redesigning logistics frameworks to maintain a competitive edge. Beyond conventional methods, the industry employs structured experiments like multivariate and sequential offering tests to gauge customer preferences for different delivery options at varying price points. This helps companies adapt their delivery services based on empirical customer behavior and market conditions. Careful planning and implementation of experiments are undertaken to explore customer preferences across demographic and regional variations. This approach helps predict and meet customer needs more accurately, guiding logistical adjustments and service offerings.

Pradeep Billava, Vice President, Zepto

While much of the focus in last-mile delivery has been on B2C

e-commerce, B2B logistics is also undergoing a transformation. Businesses require reliable, time-sensitive deliveries for raw materials, spare parts, and equipment, making last-mile efficiency a critical component of industrial supply chains. AIdriven fleet tracking, real-time demand forecasting, and just-intime delivery models are helping businesses minimize operational disruptions. As industries continue to digitize their supply chains, B2B last-mile logistics is expected to witness significant growth, offering new revenue opportunities for logistics providers.

logistics to keep costs low and reintegrating returned goods into inventory as quickly as possible. Automation in the return handling process, from initiating return requests to processing refunds or replacements, facilitates this efficiency.

MICRO-FULFILLMENT AND WAREHOUSING INNOVATIONS

To support the growing demands of e-commerce and quick-commerce, companies are optimizing their warehousing strategies. Micro-fulfillment centers, small-scale warehouses strategically located in urban areas, allow for faster order processing and delivery. These facilities help logistics firms reduce transportation costs and meet rising consumer expectations for same-day or even instant deliveries.

The rise of dark stores—retail spaces converted into fulfillment hubs exclusively for online orders—is another trend shaping last-mile logistics. Dark stores improve supply chain efficiency by ensuring that high-demand products are always available close to consumer hubs. AI-powered predictive stocking further enhances inventory management, ensuring that delivery networks operate seamlessly.

What key innovations or operational improvements have you implemented in the last

mile to enhance both speed and reliability?

For quick-commerce deliveries, robust tech infrastructure is essential. From the firstmile pickup to the final-mile delivery, every step must be precisely timed to ensure seamless execution.

Kamlesh Kumar: Both of these factors are critically important in today's consumer e-commerce industry. When effectively managed, they help businesses earn consumer trust, leading to improvements in topline revenue. To ensure operational reliability, we have developed intelligent planning systems capable of predicting the impact of various factors such as traffic, weather conditions, festivals, and geopolitical events. This enables us to proactively mitigate potential risks. While consumers may not be concerned with these complexities, their primary expectation is seamless order fulfilment.

Another crucial aspect of ensuring operational reliability is resource availability. We have implemented a predictive model for workforce attrition, while our people experience team actively engages with employees to address their concerns. This approach allows us to retain highly skilled, tenured employees, enhancing operational stability and productivity. Additionally, we have adopted a flexible workforce model to

minimize operational disruptions. Realtime visibility and proactive customer communication regarding potential disruptions further strengthen consumer trust and loyalty.

Speed is another key factor, and our smart network design plays a crucial role in optimizing delivery times. By identifying high-demand clusters and strategically placing fulfilment facilities closer to customers, we enhance efficiency. Our micro-fulfilment centres are strategically positioned to ensure faster deliveries. Another essential aspect is leveraging data-driven, optimized route planning, which enables us to reach customers in less time. Currently, several other initiatives are underway to further enhance delivery speed, as we recognize that evolving consumer preferences make speed a key competitive advantage in the e-commerce industry.

Dipanjan Banerjee: We continuously strive to improve our last-mile delivery to ensure both speed and reliability. One of the key innovations we’ve implemented is the automation of last-mile route optimization. By using advanced algorithms and AI-driven predictive analytics, we can dynamically adjust delivery routes in real time, enabling us to better predict delivery times and optimize efficiency. This not only ensures faster delivery but also improves reliability by minimizing potential delays.

Additionally, to address the challenges posed by dense urban environments, we have introduced micro-hubs strategically located closer to customer delivery points. These hubs help reduce delivery distances, allowing us to achieve faster turnaround times and improve the overall customer experience. Additionally, our collaboration with what3words has enhanced address accuracy, delivery efficiency, and the overall customer experience nationwide. Furthermore, in response to the growing demand for faster, eco-friendly solutions, we are expanding the use of drone deliveries. Drones offer a promising solution for swift, last-mile delivery, especially in hard-to-reach areas. This aligns with our goal to meet evolving customer preferences while maintaining our commitment to speed and sustainability.

Deepak Kumar Goel: Among industry players, we are relatively young, but last-mile success depends entirely on technology. Speed and accuracy hinge on precise address identification. In India, particularly in rural areas, many addresses and pin codes are fragmented. To improve accuracy, we’ve invested in building our own address indices, as Google Maps often lacks precise location data for these regions. This has enabled us to deliver faster and more accurately. For quick-commerce deliveries, robust tech infrastructure is essential. From the first-mile pickup to the final-mile delivery, every step must be precisely timed to ensure seamless execution.

SUSTAINABILITY CHALLENGES AND THE PUSH FOR GREEN LOGISTICS

Environmental concerns are pushing logistics companies to adopt greener delivery solutions. The most notable shift is the growing adoption of electric vehicles (EVs) for last-mile logistics. Companies like Mahindra Logistics, Flipkart, and Amazon are deploying EV fleets to cut carbon emissions and align with global sustainability goals. However, the transition is complex due to the high upfront costs of EVs, limited charging infrastructure, and concerns about vehicle range. To address these challenges, businesses are exploring

alternative sustainability strategies. Shared logistics models, where multiple companies use common delivery resources, help optimize routes and reduce emissions. Fuel delivery startups like FuelBuddy are also playing a role in minimizing inefficiencies by offering doorstep fuel solutions, reducing the dependency on traditional refueling infrastructure.

What’s your take on sustainability in the last mile? What are the measures or innovative initiatives taken by you when it comes to sustainable expanse?

Sustainability in last-mile delivery is not just about adopting one or two green practices but about integrating a holistic approach that considers environmental impacts across all stages of the delivery process.

Kamlesh Kumar: Sustainability encompasses three key dimensions: environmental, social, and economic sustainability. At Jumbotail, we are committed to integrating these principles into our business operations and decision-making processes. For environmental sustainability, we have implemented initiatives such as deploying an electric vehicle fleet, utilizing AI/MLbased optimized routing to minimize fuel consumption, and establishing a smart, consolidated logistics network to reduce travel distances. Additionally, we employ milk-run deliveries to lower CO₂ emissions per order delivered.

In terms of social sustainability, we prioritize meaningful engagement with local communities, ensuring that our operations do not cause any discomfort or disruption. We actively promote community participation by offering various partnership opportunities. Our technology systems are designed to ensure compliance with local regulations while providing enhanced transparency for our people regarding their payouts, attendance, provident fund (PF), insurance, and other benefits. Furthermore, we have established centralized grievance mechanisms to address concerns raised by our employees and the community. Our team is also actively implementing initiatives to enhance workplace safety.

Economic sustainability is fundamental to the long-term success of any business. We continuously strive to achieve profitability across all aspects of our operations while maintaining our commitment to sustainable growth.

Dipanjan Banerjee: Sustainability is at the core of our operations, especially when it comes to last-mile delivery. We recognize the importance of minimizing our environmental impact, and we have taken several steps to ensure that our expansion aligns with sustainable practices. A key initiative is the integration of eco-friendly vehicles into our fleet. We have incorporated electric vehicles for short-distance deliveries, significantly reducing emissions and contributing to cleaner urban environments. In addition to our fleet upgrades, we are actively exploring methods to minimize packaging waste. This initiative will help in reducing the usage of excess packaging materials and promoting recyclable or biodegradable alternatives, which will help decrease the overall environmental footprint of our deliveries. Furthermore, we are constantly exploring innovative delivery methods that are both efficient and environmentally friendly. For instance, we recently partnered with Delhi Metro Rail Corporation to facilitate large-scale cargo movement in the national capital with an aim to reduce the company's carbon footprint while contributing to Delhi’s clean air challenge.

Deepak Kumar Goel: Sustainability for me is to build things which can sustain for over 100 years. Now this is possible only if you suit yourself to your surroundings and environment. We are making huge inroads into leasing EVs for our last mile delivery so that we can sustain over 100 years while building a cleaner environment!

Pradeep Billava: Sustainability in lastmile delivery is not just about adopting one or two green practices but about integrating a holistic approach that considers environmental impacts across all stages of the delivery process. This strategic integration of sustainability can ultimately lead to more resilient and adaptable business operations in

the face of evolving environmental challenges. Sustainability in the lastmile context involves minimizing environmental impacts associated with delivery processes. This includes reducing greenhouse gas emissions, optimizing resource use, and managing waste effectively. As consumer awareness and regulatory pressures increase, companies are compelled to integrate sustainable practices into their last-mile operations.

Electric and Alternative Fuel Vehicles: One of the most significant shifts has been the adoption of electric vehicles (EVs) and other vehicles powered by alternative fuels like hydrogen or biodiesel. These vehicles produce fewer emissions than traditional petrol or diesel delivery vans, contributing to a significant reduction in the carbon footprint of last-mile operations.

Route Optimization Software: Utilizing advanced route optimization algorithms helps reduce unnecessary mileage and fuel consumption. These software solutions calculate the most efficient delivery routes, taking into account factors like traffic, delivery windows, and vehicle capacity, thereby minimizing the number of vehicles on the road and the distance travelled.

Packaging Innovations: Moving towards

sustainable packaging by using materials that are recyclable, biodegradable, or made from recycled content is another critical initiative. Reducing packaging size and weight also decreases the overall energy used in transportation, further enhancing sustainability.

Delivery Consolidation: Consolidating deliveries to decrease the number of trips made can dramatically reduce emissions. This can be achieved through improved logistics planning, such as setting up urban fulfilment centres that allow for bulk transport to a central hub, from which individual deliveries are made using eco-friendly modes like bicycles or electric scooters.

Collaborative Delivery Networks: Participating in or forming collaborative delivery networks can also help. These networks allow multiple retailers to share logistics and delivery resources, reducing the total number of vehicles required for deliveries and maximizing the utilization of each delivery trip.

Incentives for Green Choices: Offering customers incentives for choosing greener delivery options, such as longer delivery windows which allow for route optimization or grouping of orders, can also promote sustainability. This not only helps in reducing carbon emissions but

also aligns with the growing consumer preference for environmentally friendly practices.

Use of Renewable Energy in Logistics

Centres: Powering fulfilments and sorting centres with renewable energy sources like solar or wind reduces the carbon footprint associated with the storage and handling of goods before the final delivery stage.

AI AND AUTOMATION: THE CORE OF LOGISTICS EFFICIENCY

AI is revolutionizing last-mile logistics by enhancing route optimization, predictive demand forecasting, and automated dispatching. Advanced machine learning algorithms analyze real-time data, including traffic patterns, weather conditions, and consumer preferences, allowing logistics companies to dynamically adjust routes and minimize delays. This has a direct impact on cost efficiency, fuel consumption, and customer satisfaction. Companies like Amazon and Flipkart are heavily investing in AI-driven logistics, using real-time tracking, smart warehouse management, and automated sorting systems to streamline deliveries. AIpowered chatbots and digital assistants are also improving customer interactions by offering accurate delivery updates and support. For businesses, AI-driven optimization reduces delivery failures, which is a major cost burden in last-mile logistics.

THE ROLE OF DRONES AND AUTONOMOUS VEHICLES IN DELIVERY

While still in the pilot stage, drones and autonomous delivery bots are emerging as potential game-changers in last-mile logistics. Drones offer an efficient way to deliver parcels to remote or hightraffic areas, reducing dependence on traditional road-based delivery networks. Companies like Zipline and Wing have successfully implemented drone deliveries in select global markets, demonstrating their viability for faster, cost-effective service. In India, companies are also experimenting with autonomous ground-based delivery robots for urban logistics. These AI-

driven bots can navigate city streets and deliver packages within a limited radius. However, widespread adoption is constrained by regulatory hurdles, infrastructure gaps, and concerns over security and operational scalability. As regulatory frameworks evolve, drones and autonomous vehicles may become mainstream solutions for tackling lastmile inefficiencies.

What role does data analytics play in optimizing your deliveries?

As the sector continues to evolve amid rapid technological advancements and shifting consumer expectations, the role of data analytics will only grow, helping businesses optimize their deliveries and enhance their competitive edge in a bustling market.

Kamlesh Kumar: Data analytics is a key pillar of our supply chain. One of its primary use cases is predicting delivery times for each customer and proactively communicating this information. To accurately forecast delivery time, we must precisely estimate both travel time and doorstep interaction time. To predict doorstep arrival time, we take into account various factors, including the number and weight of items to be delivered, payment type, past customer behavior, and any returns. Based on these factors, we determine the estimated doorstep time, which serves as a critical input for route planning.

Additionally, last-mile delivery is highly dynamic, influenced by multiple uncontrollable factors that can impact deliveries. In such cases, we leverage analytics to anticipate delays and proactively inform customers as well as internal stakeholders and decisionmakers. This enables swift action to recover affected deliveries. Beyond delivery time prediction, data analytics has numerous other applications, as it plays a crucial role in real-time decisionmaking within a tech-driven supply chain.

Pradeep Billava: Data analytics plays a crucial role in optimizing delivery operations, enhancing efficiency, customer satisfaction, and overall decision-making. Here’s how data analytics is leveraged specifically in this

dynamic and fast-growing market:

Demand Forecasting: Data analytics is instrumental in predicting demand patterns across various regions and times. By analyzing historical sales data, weather conditions, and regional purchasing trends, e-commerce companies in India can anticipate demand spikes and prepare accordingly. This foresight helps in stocking warehouses appropriately, positioning inventory closer to highdemand areas, and planning for sufficient delivery resources during peak times, like festivals and sales events.

Route Optimization: In a country with diverse geographic and infrastructural challenges like India, route optimization becomes particularly critical. Data analytics enables companies to analyze traffic patterns, delivery addresses, and the most efficient paths. Tools that incorporate real-time data can adjust routes on the fly, helping delivery personnel avoid congested areas, leading to faster delivery times and reduced fuel consumption.

Customer Behavior Insights: Analyzing customer buying behaviors, preferences, and feedback allows companies to enhance their customer experience. For instance, understanding peak ordering times, preferred delivery slots, and product preferences in different regions help tailor the delivery process. This customization increases customer satisfaction and repeat business, essential in the competitive Indian e-commerce landscape.

Dynamic Pricing and Delivery Models: Data analytics supports dynamic pricing models where delivery charges are adjusted based on various factors like order size, delivery speed, and customer loyalty. Insights derived from data help e-commerce platforms in India implement pricing strategies that maximize profitability while remaining attractive to customers.

Inventory Management: Effective inventory management is crucial to prevent stockouts or overstock situations. Data analytics provides detailed insights into which products are moving fast, and

which aren't, enabling more accurate inventory control. This is particularly important in India where storage costs are high and product ranges are vast due to diverse consumer preferences.

Fraud Detection and Prevention: With the increasing volume of online transactions in India, fraud detection has become more critical. Data analytics helps identify unusual patterns that could indicate fraud, such as atypical high-value orders from new accounts or repeated orders to the same address under different names. Early detection helps minimize risk and protect both the company and its customers.

Sustainability Efforts: As sustainability becomes a growing concern among Indian consumers, data analytics assists companies in implementing more sustainable practices. For example, by analyzing delivery data, companies can identify opportunities to consolidate deliveries and reduce carbon emissions, aligning operational practices with environmental sustainability goals.

BEYOND THE LAST MILE: THE FUTURE OF SMART & SUSTAINABLE DELIVERY

India’s last-mile delivery sector is at a critical juncture, balancing rapid technological advancements with sustainability and economic pressures. AI and automation are driving efficiency gains, while drones and autonomous vehicles hold long-term promise. The shift toward electric mobility is inevitable, but challenges around cost and infrastructure need to be addressed. Meanwhile, the explosive growth of quick commerce is testing the financial viability of ultra-fast delivery models. Companies that succeed in this evolving landscape will be those that balance speed, efficiency, and profitability. Strategic partnerships, AI-driven innovations, and sustainable solutions will define the future of lastmile logistics in India. As consumer expectations evolve, logistics companies must remain agile, leveraging technology and data to stay competitive. The race for last-mile supremacy is on, and only the most innovative players will thrive in the years ahead!

Rendezvous

Supply Chain Visionaries with the

It is both an honour and a joy to celebrate the incredible journeys of leaders who started their careers when supply chain was seen as just backroom logistics and have since risen to influential roles, shaping the future of their organizations. At our recent conference in New Delhi, we had the privilege of recognizing these exceptional trailblazers who have set new benchmarks in the industry. Through engaging interactions, we uncovered not just their professional brilliance but also their ability to maintain a seamless balance between work and personal life. This series is a tribute to their lasting impact—motivating the next generation to walk the path they have paved.

‘Empower the team & give freedom to perform’

“Pressure & Challenge are inevitable with external & internal factors. I always review with the team for short term & long-term solutions at system level to avoid repeated issues. I inspire the team & develop success planning at all level. I believe in open door policy & structured engagement with all the stakeholders,” shares Yashpal Singh Negi, Executive Director, Global Autotech Ltd.

What has been your passion project till date?

Passion Projects have been Localization & Cost Optimization.

How do you unwind yourself after a tough day @ work? I always ensure a maximum of 30 minutes travel time between workplace & home to have quality time with family & workplace.

I start my day in the morning at 6 am with one-hour Yoga & Pranayama to remain fresh for the day.

How do you manage the pressures and the challenges that come with the job?

Pressure & Challenge are inevitable with external & internal factors. I always review with the team for short term & longterm solutions at system level to avoid repeated issues.

What’s your Success Mantra?

No Fear No Favor, No Excuse Management

What’s your Leadership Style?

I inspire the team & develop success planning at all level. I believe on Open door policy & structured engagement with all the stakeholders.

One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals…

Escalate unforeseen situation immediately to get support/ solution before it becomes uncontrolled situation. Leadership should have a balanced mix of IQ, EQ, SQ, AQ & DQ. A confident person is much better than a talented person who always keeps questioning himself. Keep working on your strength as they will take you out of the difficult situation.

A book that has helped you at work

Good to Great by James C. Collins

A book that you can read any number of times or a movie you can watch any time. Lagaan Movie

What is the best and worst advice you have received?

Best: Never feel low even in the worst situation.

Worst: Concentrate only on your function.

What’s the best way to build a high-performing team? Empower the team & give freedom to perform.

UP,

‘High

performing team can be built on mutual trust and openness’

"Use different and diverse strengths of your team to achieve goals, don't focus on weaknesses too much. Think of how a Grand Master plays chess to win," shares Gaurav Dua, Former Head – Global Supply Chain Development, Pernod Ricard…

What has been your passion project till date?

I co-authored a book with my wife during Lockdown, when I was in France, and she was stuck in India. It took us one year to write the book through Video calls and emails, which was very interesting.

How do you unwind yourself after a tough day @ work?

Mostly my go-to unwinding mode is lifting heavy weights, so I enjoy my time in gym and it is a thrill trying to reach your max 1 Rep capacity or the weight at which you will fail!

How do you manage the pressures and the challenges that come with the job?

I have learned to leave the office at 6 PM (I start early around 8 AM) and then I have enough time to unwind at the gym or read a book or meet friends, which is a good work-life balance.

What’s your Success Mantra?

Success is a very relative term, for me, it is work-life balance. I don't seek perfection, but continuous improvement is success for me. If every day we are better by a little bit in everything that we do is very satisfactory.

What’s your Leadership Style?

There is no one leadership style. Leadership is contextual and situational. I have been in global roles having large teams in different parts of the world, so culture is very important to manage such diverse teams. Be open and transparent, no micromanagement and trust is very important.

One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals…

Trust your team, question your process, have a continuous improvement plan. Keep your business objective and end customer in mind and reduce your cycle times.

A book that has helped you at work

‘Let the Power be with You’ is an excellent self-help book which helps me to maintain positivity.

A book that you can read any number of times or a movie you can watch any time

I am a movie buff, so I watch a lot of movies – my favourites are Sholay and Trading Places.

What is the best and worst advice you have received?

Best Advice: Believe in the divine energy around you and don't build unrealistic expectations, negating the good naturally happening around you.

What’s the best way to build a high-performing team?

High performing team can be built on mutual trust and openness. Use different and diverse strengths of your team to achieve goals, don't focus on weaknesses too much. Think of how a Grand Master plays chess to win!

‘A leader’s role goes beyond just delegation’

"Success is rarely an overnight story or a coincidence—it comes from consistently putting in the effort, staying committed despite challenges, and truly enjoying what you do. I am highly influenced by the teachings of the Bhagavad Gita, especially 'karmanye Vadhikaraste, Ma Phaleshu Kadachana'—focus on your efforts, not just the results. When you give your best without obsessing over outcomes, success follows naturally,” enlightens Supply Chain Strategist Dr. Radha Mohan Gupta…

What has been your passion project till date?

There have been multiple passion projects throughout my journey. Designing an efficient supply chain for fruit juices, optimizing transport in complex supply chain networks, and currently..….mentoring young minds and developing future supply chain leaders have been particularly fulfilling. Each of these projects involved overcoming unique challenges, innovating processes, and making a tangible impact on efficiency and effectiveness.

How do you unwind yourself after a tough day @ work?

Poetry and astrology are my go-to escapes. Writing poetry helps me channel my thoughts, while astrology offers a different perspective—sometimes, even supply chains feel like they follow planetary alignments! Apart from that, unwinding with friends over a good conversation and laughter is the perfect stress-buster.

How do you manage the pressures and the challenges that come with the job?

Pressure is an inevitable part of work life at every level. I believe the key is to take it as a challenge rather than a burden. I focus on seeing opportunities within challenges, collaborating across functions—both inter and intra—and setting targets that are ambitious yet realistic. Managing expectations, both my own and others’, plays a crucial role in navigating high-pressure situations effectively. At the end of the day, a well-balanced approach and the right mindset make all the difference.

What’s your Success Mantra?

Hard work, perseverance, and passion for whatever you decide to do. Success is rarely an overnight story or a coincidence— it comes from consistently putting in the effort, staying committed despite challenges, and truly enjoying what you do. I am highly influenced by the teachings of the Bhagavad Gita, especially 'Karmanye vadhikaraste, ma phaleshu kadachana'— focus on your efforts, not just the results. When you give your best without obsessing over outcomes, success follows naturally.

What’s your Leadership Style?

My leadership style is built on trust, empowerment, and collaboration. I believe in creating an environment where people feel trusted to take ownership, empowered to make decisions, and supported through collaboration. A high-performing team thrives when individuals are given the right guidance and freedom to innovate while working towards a shared vision. When people feel valued and trusted, they naturally bring their best to the table.

One tip to Survive & Sustain in unforeseen situations / your advice to Next Gen Supply Chain professionals… Self-confidence, adaptability, and always having a backup plan—these are crucial for navigating unforeseen situations. The supply chain world is dynamic, and the ability to explore new ways of solving problems is what sets professionals apart.

Trust your skills, be open to innovation, and always have a Plan B (or even a Plan C) ready to tackle disruptions effectively.

A book that has helped you at work

The Goal by Eliyahu Goldratt has been a game-changer for me. The book’s approach to bottleneck management, continuous improvement, and systems thinking has deeply influenced how I view operational efficiency. Its storytelling format makes complex supply chain and operations concepts easy to grasp and apply in real-world scenarios. The Theory of Constraints (TOC) from the book has been particularly impactful in shaping my problem-solving approach—focusing on the most critical constraints to drive overall performance.

A book that you can read any number of times or a movie you can watch any time.

Book: Good to Great by Jim Collins – I love how the book breaks down what separates great companies from average ones. The concept of disciplined people, disciplined thought, and disciplined action resonates deeply with me, especially in the context of leadership and long-term success.

Movie: Lagaan – It’s a brilliant story of teamwork, strategy, and resilience against all odds. The way an underdog team comes together, learns, adapts, and triumphs is inspiring—not just in sports but in leadership and problem-solving as well.

What is the best and worst advice you have received?

Best Advice: Hard work and perseverance always pay off. This has proven true time and again. Success may not come instantly, but consistent effort, resilience, and the ability to push through challenges always yield results in the long run.

Worst Advice: Do what you know the best. While expertise is valuable, this advice limits growth and innovation. Sticking only to what you already know can prevent you from exploring new opportunities, learning new skills, and adapting to changing environments. The best professionals constantly challenge themselves, step out of their comfort zones, and embrace continuous learning.

What’s the best way to build a high-performing team?

Success starts with clearly defining goals and success parameters— everyone should know what they are working towards. A highperforming team thrives when they are empowered to make decisions and take ownership of their work. While consistent monitoring is essential, it’s equally important to give them the freedom to decide how to achieve their objectives.

A leader’s role goes beyond just delegation; it involves fostering a culture of learning, training, and career development. When team members see that their growth is a priority, they stay motivated, engaged, and committed to delivering their best. Let them focus on their work, and as a leader, take care of their learning and progress.

How to Stay More Inspiring

Each of us has the potential to be more inspiring. We can all learn to be visionary, an exemplar, and an empathetic mentor, highlights Adam D. Galinsky in his book ‘Inspire: The Universal Path for Leading Yourself and Others’…

My research points to four key actions: Reflect, Emulate, Intend, and Practice, or REIP. The acronym is a homonym for “reap” because I believe that leadership, like sowing seed, produces either a good or a bad crop.

Let’s start with Reflection. Once a month reflect on when you were inspiring—and when you may have been infuriating. When did you see, or fail to see, the big picture? When was your message simple and visual, and when was it confusing? When were you anxious and cowardly in crisis, or listless and inauthentic, rather than calm, courageous, and passionate? When did you empower, elevate, and empathize with others—or fail to do so?

Next, think about an inspiring leader from your own life and how you might Emulate that person. Tap into that wellspring of hope and possibility. Then pinpoint exactly what it was about the person that motivated you. How might you replicate that behavior and

inspire the same reaction?

Now turn your reflections and emulations into Intentions. Make a commitment, even a small one, to a specific behavior you will adopt in the next month to be more visionary, a better exemplar, or a more effective mentor.

Finally, Practice being inspiring in your everyday life. For example, whenever you’re speaking to a team you want to energize, think about how to simplify and visualize your message so that over time you come to do it naturally. Or engage in daily breathing exercises to help you stay calm even under duress.

Here is one daily practice that is guaranteed to inspire those around you: Every morning, reach out to at least one coworker and praise that person for a task done well or say thank you for making your life easier. A CEO told me that it takes him only minutes a day over his morning coffee to elevate someone in his orbit— and it brightens not only that person’s day but also his own. His missives receive effusive, grateful replies that put a spring in his step. That illustrates the virtuous circle of inspirational leadership.

Procurement’s Next Frontier: Driving Sustainability, Tech Adoption & Resilience

Procurement is entering a transformative era—one defined by sustainability, digital innovation, and the need for unwavering resilience. No longer confined to cost optimization, procurement now serves as a strategic pillar, shaping the future of supply chains in an increasingly volatile world. Sustainability has moved from aspiration to necessity, with organizations expected to uphold ethical sourcing, reduce environmental impact, and align with evolving ESG mandates. Simultaneously, cutting-edge technologies—AI, blockchain, and predictive analytics—are revolutionizing procurement, offering deeper insights, enhanced transparency, and unparalleled agility. Yet, as global disruptions become the norm, supplier resilience has emerged as a defining factor in business continuity. Forwardthinking procurement leaders must cultivate adaptive, collaborative supply networks to mitigate risks and seize emerging opportunities. This Special Report delves into the next frontier of procurement, exploring how sustainability, technology, and resilience are reshaping the landscape—and how organizations can harness these forces to build a future-ready supply chain.

PROCUREMENT, in the current parlance, is no longer just about cost savings; it has become a key driver of business strategy, resilience, and innovation. Companies are shifting from transactional sourcing to long-term value creation, balancing cost efficiency with risk management and supplier collaboration. The COVID-19 pandemic exposed the fragility of global supply chains, highlighting the need for stronger supplier relationships and business continuity planning. Organizations are moving away from costfocused supplier selection to prioritizing reliability, innovation, and long-term partnerships. Supplier development and risk assessment have become essential to ensuring supply chain stability.

Procurement is also gaining recognition as a strategic leadership function. Once considered a back-office operation, it is now influencing corporate decision-making, with procurement professionals moving into executive roles such as Chief Procurement Officers (CPOs) and even CEOs. As businesses continue to recognize the importance of procurement in driving growth and resilience, its influence at the highest levels of leadership will only increase.

As World Economic Forum post aptly mentions, “With the dust settling on key international negotiations at the United Nations Climate Change Conference (COP29) and Biodiversity Conference (COP16), it has never been clearer that businesses need to lead the charge on implementing innovative solutions to promote greener production and consumption models that protect our climate and environment. Procurement can play a critical role in this mission, thanks to its position spanning operations and supply chains.” In short, the role of chief procurement officers (CPOs) has gone far beyond the traditional ‘Better, Cheaper, Faster’ job description. Green procurement, which once felt aspirational, is now a key lever to achieve global climate and environmental goals. Today’s CPOs must step up to drive the systemic transformation needed to build green and resilient supply chains and secure a more sustainable future.

Here’s a deep dive into the changing landscape of procurement through expert insights on how leading companies are adapting. Let’s explore how organizations that embrace technology,

strengthen supplier collaboration, embed sustainability, and elevate procurement to a strategic level are building agile, future-ready supply chains that drive long-term success.

How do you view the transformation of the procurement function over time?

Ajay Kumar, Chief Purchasing Officer, MT-AutoCraft: In my experience, procurement in the automotive industry is undergoing a rapid transformation, driven by increasing volatility, supply chain disruptions—such as the semiconductor shortages of early 2020—rising costs, and stringent government regulations like BIS on steel. These challenges are reshaping the procurement landscape, demanding a more strategic and adaptive approach. To navigate this evolving environment, procurement must go beyond traditional sourcing. The focus should be on building resilience, fostering strategic partnerships, and harnessing advanced technologies like AI and ML to enhance efficiency and decision-making. The role of procurement is now pivotal in driving innovation, optimizing supply chains, and ensuring long-term sustainability,

making it a cornerstone of a future-ready automotive industry.

Ashish Mendiratta, Founder,

Advanchainge

Pvt Ltd.: Looking back a decade, the primary focus in procurement was on cost optimization— finding ways to reduce total costs and gain a competitive edge. However, over the past few years, especially postCOVID, there has been a significant shift in priorities. Today, cost is no longer the sole consideration. Organizations have realized that chasing the lowest cost often comes with hidden costs, making it an unsustainable strategy in the long run.

Instead, companies are now taking a broader, more strategic approach to procurement contributing to triple bottom line i.e. Profit, Planet and People. They are seeking ways to formulate comprehensive procurement strategies and train their teams to think beyond transactional processes. A key transformation is the increasing adoption of technology in procurement. While the supply chain downstream side has been ahead in leveraging digital solutions, procurement has traditionally lagged. However, this gap is now closing as

companies actively explore technological advancements.

Another major trend is the growing emphasis on supplier collaboration. At Advanchainge, we emphasize four key pillars of sourcing: Demand Management; Total Cost Management; Supplier Relationship Management; and Risk Management. Among these, supplier relationship management and risk management have become top priorities for organizations. Companies are now focused on building procurement solutions that are resilient and future-proof, having learned critical lessons from the disruptions caused by the pandemic. Going forward, these trends will continue to evolve, shaping a more strategic, technology-driven, and collaborative procurement landscape.

Anoop Bansal, Co-founder, UNPAUSE

Consulting Pvt. Ltd.: The Procurement has evolved and transformed significantly in last few decades. From the days of just being purchasing – which involved minimum three quotes and select supplier based on least cost quoted, it is now very strategic function and involve multiple dimensions in addition to cost optimization e.g. Category Management, Commodity Risk Management, Driving Innovations in both products and processes, Leveraging Technology, Focus on Sustainability & Responsible Sourcing, Supplier Relationship Management, Business Continuity by building resilience across Supply Chain. Even cost optimization is more focused on driving productivity with levers which are sustainable & involves structural changes. The Sourcing & Procurement function has become a strategic function and a partner to business.

What are the various facets / aspects of sustainable procurement?

Anoop Bansal: Sustainability in Procurement is very important aspect currently. As the focus is increasing on ESG across the organizations, Procurement function has increasing responsibility to select its suppliers based on their current practices being sustainable and also their willingness to adapt to practices as desired. Procurement also needs to check multiple tiers backward (suppliers to supplier) for the compliance, hence it is important to select suppliers who give similar importance to sustainability & responsible sourcing and are also willing to learn & adapt the desired framework in their supplier selection process as well to ensure compliance across extended supply chain.

How can sustainability be effectively managed across the extended supply chain?

Ajay Kumar: Sustainability in the extended supply chain has become a fundamental priority for businesses striving for long-term growth while minimizing environmental and social risks. Organizations are no longer evaluating suppliers solely based on quality, cost, delivery, development, and management. Instead, sustainability has been integrated into this framework, evolving it from QCDDM (Quality, Cost, Delivery, Development, and Management) to QCDDMS, where sustainability is now a critical pillar in supplier selection and procurement strategies. This shift reflects the growing recognition that businesses must take responsibility not just for their own operations but for the entire value chain.

A

transactional approach to supplier relationships—where

price is the only consideration—is no longer sufficient. Procurement

teams should focus on building deeper, more collaborative relationships with their suppliers. This means working together to identify mutual goals, share information, and collaborate on innovation. Collaborative partnerships help create a shared sense of responsibility, enabling suppliers to prioritise your business needs and work with you to solve problems before they escalate.

Ajay Kumar, Chief Purchasing Officer, MT-AutoCraft

Procurement is evolving from a cost-driven function to a strategic enabler of business resilience, sustainability, and innovation. Future procurement will be digitally driven, leveraging AI, blockchain, and predictive analytics for smarter decision-making, supplier risk assessment, and end-to-end visibility. Sustainability and ESG compliance will become non-negotiable, with circular economy principles shaping sourcing strategies. Resilient supply chains will prioritize nearshoring, multi-sourcing, and supplier collaboration. Procurement teams will need to upskill in data analytics and digital tools to stay ahead. Ultimately, procurement will shift from transactional operations to a valuecreation function, driving competitive advantage in an increasingly complex global landscape.

As companies embrace sustainable procurement, they are focusing on critical factors such as energy efficiency, waste reduction, ethical labor practices, and responsible sourcing. Suppliers are now assessed on their ability to minimize their carbon footprint by adopting renewable energy sources, optimizing resource utilization, and implementing waste reduction strategies. Ethical labor practices have also gained prominence, ensuring fair wages, safe working conditions, and strict adherence to human rights standards. Sustainable sourcing is another vital aspect, where organizations prioritize suppliers that use responsibly sourced materials, reducing reliance on scarce or environmentally harmful resources.

The role of technology in driving sustainability across the supply chain cannot be overstated. Companies are increasingly leveraging digital tools such as blockchain for supply chain transparency, AI-driven analytics to optimize energy use, IoT sensors to monitor real-time emissions, and digital twins to simulate and enhance supply chain efficiency. These technologies provide the visibility and insights necessary to make informed decisions, ensuring that sustainability efforts are embedded at every stage of procurement and logistics.

Beyond regulatory compliance, integrating sustainability into procurement delivers significant business benefits. Companies that actively build sustainable supply chains mitigate risks associated with regulatory fines, supply disruptions, and reputational damage. Long-term cost savings are realized through reduced energy consumption, lower waste management expenses,

and optimized logistics. Moreover, sustainability initiatives enhance brand reputation, attract ESG-focused investors, and align businesses with evolving consumer preferences for ethically sourced products.

By transitioning from QCDDM to QCDDMS, organizations are making sustainability a core component of their procurement strategy rather than an afterthought. This transformation ensures that businesses not only achieve their economic goals but also contribute positively to society and the environment. A future-ready supply chain is one that is resilient, ethical, and sustainable, paving the way for a more responsible global supply chain ecosystem.

Anoop Bansal: It is important to create supplier engagement & awareness towards focus on sustainability in their operations as well the way they select their suppliers. Additionally, a framework of process audits needs to be developed and implemented to ensure periodic health check and corrective actions are initiated as and when needed. To manage and drive sustainability across supply chain, the framework also needs to keep evolving based on learnings on the way.

How are you leveraging technology, and how do you see your suppliers adapting to emerging technological trends?

Ajay Kumar: The full-scale implementation of AI and ML is still on the horizon, but we see a clear shift toward technologies that offer immediate, tangible benefits. For instance, the automotive industry is rapidly adopting automated vision inspection methods for improved quality control, advanced

ERP systems for integrated data and streamlined operations, and IoT solutions for real-time data monitoring. These transformations are reshaping the way we manage production, quality, and supply chain efficiency.

One of the key initiatives I have come across is a finished goods monitoring portal. Traditionally, supply chain visibility was a major challenge. If there was a defect in a critical component, it could disrupt the entire production line. For example, if a leading OEM encountered a defect in a specific part, they might not be able to manufacture Model A as planned the next day. Instead, they would have to adjust production schedules and compensate with an alternative vehicle model. Previously, managing these fluctuations required constant manual communication with suppliers—calling them to check stock levels and confirm whether they could meet sudden increases in demand.

To overcome this inefficiency, the OEM developed a real-time finished goods monitoring platform, where suppliers proactively update their stock availability. This gives the buying team instant visibility, eliminating the need for calls and guesswork. If production schedules need to be altered, they can make data-driven decisions immediately, optimizing resources and minimizing downtime. This level of automation and real-time supply chain management is a game-changer, allowing the industry to adapt quickly to disruptions while maintaining efficiency.

These are just a few examples of the technology-driven transformations shaping the automotive industry today. Moving forward, the expectation is not just for internal adoption of digital

solutions, but also for suppliers to embrace these innovations and become more agile, data-driven, and collaborative in their operations.

Anoop Bansal: With current global environment of very high volatility due to various factors e.g. geo-politics, macro-economic environment and high commodity inflation, it is imperative that procurement function leverages emerging technologies like Artificial Intelligence (AI)/Machine Learning (ML) to have processes with flexibility & improve responsiveness to be able to adapt & react with agility as per business requirement. Procurement leaders will need to engage with suppliers to improve awareness on benefits of adapting emerging technologies and train them if needed to ensure supplier eco-system is at similar level of adoption to make it truly effective collaboration.

From your industry's perspective, given your robust supplier selection process and existing supplier base, how do you encourage them to adopt sustainable practices, and how do you measure their progress?

A resilient supply chain is not just about risk mitigation; it’s also about building strong, collaborative relationships with suppliers. Companies should invest time in cultivating long-term partnerships that foster open communication and mutual trust. By working closely with suppliers, businesses can improve their ability to anticipate and manage disruptions, jointly develop contingency plans, and share critical information in real time to resolve problems faster. he ability

to adapt quickly to changes in market conditions, consumer preferences, or global events is a hallmark of a resilient supply chain. This requires flexibility in both production and logistics. Businesses must have contingency plans in place to pivot operations rapidly, whether that involves shifting production to alternative facilities or rerouting shipments to avoid delays. Investing in agile manufacturing systems and flexible logistics networks will allow companies to respond to unforeseen challenges with minimal disruption.

Ajay Kumar: We encourage suppliers to adopt sustainable practices by integrating ESG compliance into our sourcing decisions and making it mandatory for key suppliers, covering 85% of procurement. Regular sustainability audits and ESG assessments track progress on carbon footprint reduction, energy efficiency, and ethical practices. To further drive innovation, we plan to introduce supplier recognition awards for sustainability excellence, fostering continuous improvement.

Have any frameworks or metrics been developed for evaluating sustainability, and how are they rated?

Ashish Mendiratta: Companies have shifted their focus from just sustainability to a more comprehensive approach called responsible sourcing and responsible procurement. This broader framework incorporates sustainability, social impact, and ethics & compliance, ensuring that procurement practices align with environmental responsibility, fair labor

Ashish Mendiratta, Founder, Advanchainge Pvt Ltd.

Although the level of enforcement varies, many organizations are adopting responsible procurement due to a combination of factors—risk management, regulatory compliance, and brand protection. Whether driven by legal requirements or the fear of reputational damage, this trend is reshaping procurement strategies worldwide. Ultimately, companies are moving beyond basic compliance and towards proactive sustainability management, ensuring that procurement strategies align with global environmental and ethical standards. These frameworks help create resilient, future-ready supply chains that not only meet regulatory requirements but also enhance corporate reputation and long-term business viability.

practices, and ethical governance.

To assess suppliers under this framework, organizations have developed structured evaluation metrics. When registering as a supplier, businesses are now required to provide detailed information about their sustainability initiatives, environmental impact, and labor practices. Companies are no longer just asking if suppliers pay the minimum wage but are increasingly focused on whether they provide a living wage, which accounts for the actual cost of living and ensures fair compensation. Along with this, suppliers must prove compliance with labor laws, ethical business practices, and environmental regulations through audits and certifications.

The rise of digital transparency has made responsible sourcing more critical than ever. With instant access to information and the rapid spread of news on social media, any noncompliance or unethical practice in a supplier’s operations can quickly escalate into a reputational crisis for the buying company as well. Many companies are implementing Blockchain technology to enhance traceability and ensure compliance across multiple tiers of suppliers in the upstream value chain. This has led organizations to adopt strict due diligence processes, ensuring that their suppliers adhere to ethical and environmental standards. Many global companies now consider responsible procurement a core business requirement rather than just a compliance necessity.

Although the level of enforcement varies, many organizations are adopting responsible procurement due to a combination of factors—risk management, regulatory compliance,

Anoop Bansal, Co-founder, UNPAUSE Consulting Pvt. Ltd.

The Procurement has evolved and transformed significantly in last few decades. From the days of just being purchasing – which involved minimum three quotes and select supplier based on least cost quoted, it is now very strategic function and involve multiple dimensions in addition to cost optimization e.g. Category Management, Commodity Risk Management, Driving Innovations in both products and processes, Leveraging Technology, Focus on Sustainability & Responsible Sourcing, Supplier Relationship Management, Business Continuity by building resilience across Supply Chain. Even cost optimization is more focused on driving productivity with levers which are sustainable & involves structural changes. The Sourcing & Procurement function has become a strategic function and a partner to business.

and brand protection. Whether driven by legal requirements or the fear of reputational damage, this trend is reshaping procurement strategies worldwide. Today, procurement is no longer just about cost and delivery; it is about ensuring that every purchase supports a responsible, ethical, and sustainable supply chain.

Ultimately, companies are moving beyond basic compliance and towards proactive sustainability management, ensuring that procurement strategies align with global environmental and ethical standards. These frameworks help create resilient, future-ready supply chains that not only meet regulatory requirements but also enhance corporate reputation and long-term business viability.

How do you foresee procurement function evolving from here on?

Ajay Kumar: Procurement is evolving from a cost-driven function to a strategic enabler of business resilience, sustainability, and innovation. Future procurement will be digitally driven, leveraging AI, blockchain, and predictive analytics for smarter decision-making, supplier risk assessment, and end-toend visibility. Sustainability and ESG compliance will become non-negotiable, with circular economy principles shaping sourcing strategies. Resilient supply chains will prioritize nearshoring, multisourcing, and supplier collaboration. Procurement teams will need to upskill in data analytics and digital tools to stay ahead. Ultimately, procurement will shift from transactional operations to a valuecreation function, driving competitive

advantage in an increasingly complex global landscape.

Anoop Bansal: The procurement function will continue to become more strategic & important for the organizations as the world becomes more volatile and unpredictable. Function which needs to manage multiple dimensions across extended supply chain in addition to cost optimization and has a huge impact on organization’s financial performance (both top line & bottom line) will continue to shine as Strategic Partner to Business Leadership by leveraging emerging technologies and helping business navigate multiple challenges in current environment.

PLAYING LONG: BUILDING A LEGACY FOR FUTURE LEADERS

Procurement teams play a crucial role in strengthening supply chain resilience. By redefining supplier relationships, fostering collaboration, and utilizing technology, they can effectively mitigate risks and develop agile, sustainable supply chains that can withstand future disruptions. Recent years have underscored that resilience is no longer optional—it is essential for business continuity. Looking ahead to 2025 and beyond, companies that prioritize supply chain resilience will be better equipped to navigate uncertainties, capitalize on new opportunities, and consistently deliver value to their customers. For procurement professionals, the moment to take action is NOW. By implementing the strategies, companies can build a future-ready supply chain capable of

overcoming upcoming challenges.

Creating a truly sustainable future is about thinking beyond immediate wins to ensure lasting impact. As such, CPOs also have a responsibility to lay the groundwork for future leaders by creating a culture that prioritizes resilience, creativity and systemic change, and instilling values that will guide those who follow in their footsteps as they navigate ongoing sustainability challenges.

FROM BOTTLENECKS TO BREAKTHROUGHS: WOMEN LEADING THE CHANGE

“The most essential leadership qualities for women in supply chain roles are Strategic Thinking, Influence, Adaptability, and Collaboration. Strategic thinking helps navigate complex operations while driving innovation and long-term value. The ability to influence and strong communication skills are critical for aligning diverse stakeholders and negotiating effectively across the value chain. Given the dynamic supply chain landscape, adaptability allows leaders to respond swiftly to disruptions and evolving market conditions. At the core of effective leadership lies collaboration, which builds strong, inclusive teams and encourages collective success. By honing these qualities, women can lead transformational change and continue breaking barriers in traditionally male-dominated spaces,” emphasizes Neha Sorathia, Sr. Principal – Strategy & Consulting, Accenture India, and Celerity Under-40 Supply Chain Super Achiever Award Winner, during this exclusive interaction…

Women in supply chain used to be a rare affair in early days. The inspiring stories of women leaders like you in this field is truly transforming the landscape and motivating other women to take up the supply chain job. Kindly share with us your stint into supply chain? What inspired you to pursue career in supply chain?

Like many engineers of my generation, I began my career in a technology services company. My first project happened to be a supply chain technology transformation initiative, and that experience sparked curiosity, but I wanted to learn more. This interest led me to pursue an MBA in Supply Chain Management, where I quickly realized how underrepresented women were in the field. In our MBA class, only 8% were women, much less than in other specializations.

Fortunately, I have had the privilege of learning from some exceptional professors who helped ignite a true passion for supply chain. From that point on, there was no looking back. Over the past 17 years, I have worked across consulting and business operations, solving supply chain challenges across

different countries and industries. It’s been an exciting and rewarding journey, and I’m thrilled to see more women entering this field today.

What do you think can be the probable reason behind women not choosing supply chain as their preferred career stream? How could these barriers be worked upon by corporates?

One reason women may not view supply chain as a top career choice is simply because the field is often presented through a narrow lens—focused on logistics or factory work—which doesn’t always reflect the full range of strategic and analytical roles it offers. To shift this perception, companies can work with academic institutions to introduce supply chain concepts earlier, highlight its broader impact, and create meaningful opportunities like internships and projects specifically for women. By building awareness and reshaping the narrative, we can help more women see the supply chain as the dynamic and rewarding career it truly is and, in turn, strengthen the talent pipeline.

Sorathia is an award-winning Supply Chain Leader with over 17 years of experience driving growth and transformation across global organizations. Recognized as a “40 Under 40 Supply Chain Super Achiever,” Neha brings deep expertise in supply chain planning, digital transformation, and team leadership. She has successfully led largescale initiatives focused on implementing advanced planning processes, optimizing supply chains, and enhancing operational efficiency. Neha has a proven track record of leveraging industry-leading solutions such as o9 Solutions and Blue Yonder to build agile, resilient, and profitable supply chains.

Neha

Diversity and inclusion have become one of the key corporate strategic pillars. How is it shaping up in the supply chain and logistics domain?

The supply chain space is undergoing a transformation. As it evolves from being an operational support function to a strategic growth driver, there is a parallel shift in how talent is recognized, nurtured, and developed. This evolution is creating new opportunities to build more diverse and inclusive teams. This is essential step toward encouraging greater participation and advancement of women in the field. However, representation at the leadership level remains limited. Currently, less than 20% of Chief Supply Chain Officers in Fortune 500 companies are women—a stark contrast to leadership representation in functions such as Marketing or HR.

While many organizations are reevaluating their DEI strategies, it is ultimately incumbent upon leaders to take meaningful action. This includes providing women with access to highimpact roles, advocating for them in succession planning, and ensuring they're part of strategic conversations. Meaningful progress requires more than intent—it calls for everyday decisions that create space for diverse voices to lead.

Do you have any woman role model that you look up to in your stream or otherwise?

I have been fortunate to have strong women to look up to; icons like Indra Nooyi and Revathi Advaithi made it possible for many in my generation to imagine bigger career paths. But beyond the public figures, it’s the women I have worked with directly who have had the biggest influence on me. My first manager set the tone early on; she taught me the importance of not just identifying problems but showing up with solutions. Later in my career, I had the chance to work alongside women leaders who inspired me with their vision, resilience, and innovative thinking. Each of these experiences has shaped my approach to leadership, emphasizing the power of collaboration, empathy, and the relentless pursuit of excellence. I am grateful to have been guided and mentored by such remarkable women.

Moving towards a more inclusive supply chain ecosystem, how can women break the biases, address challenges, and build support systems for each other in this evolutionary journey?

Talent and hard work are important, but in environments where unconscious biases still exist, they don’t always guarantee equal opportunities. Women in male dominated fields often walk a fine line; being assertive without being seen as aggressive, or collaborative without being seen as too soft. The first step is awareness, which means recognizing the biases, both systemic and internalized, that can shape how women are perceived or how they perceive themselves. But awareness alone isn’t enough. We need to create spaces where women can speak openly, support each other without judgment, and share experiences that help normalize ambition, leadership, and growth. Throughout my career, I have learned that having a strong peer network, encouraging other women to take on visible roles, and celebrating each other’s wins can go a long way. It is not just about breaking barriers but building pathways for others to walk through more confidently.

What critical role can women play in building supply chains of future – what are the key Opportunities, Competencies they need and the desired performance expectations?

The rapid advancement of AI and automation is set to transform all aspects of the supply chain, offering early adopters a significant competitive advantage. Meanwhile, sustainability and circularity will remain strategic priorities,

with supply chains playing a critical role in driving these initiatives. The emphasis on agility and resilience, which gained prominence during the pandemic, will continue to be a cornerstone of future supply chain strategies.

As these trends evolve, technological proficiency is becoming indispensable. However, advanced technology alone is not enough, success in the future supply chain landscape will require strong analytical thinking, collaboration, and adaptability to navigate its growing complexity and rapid pace of change.

Pls do share with us one of the most cherished lessons you learned in supply chain?

Supply chains are inherently complex and vulnerable to disruptions, whether due to geopolitical events, supplier failures, demand volatility, or a ‘black swan’ event like the pandemic. The key to navigating these challenges is not just having contingency plans but fostering agility in decision-making and collaborative problem-solving across the ecosystem. One of the most valuable lessons I have learned in my 17 years in supply chain is that resilient teams and strong collaboration are the backbone of navigating disruptions. It is the collective expertise, adaptability, and problem-solving mindset of people that drive supply chains forward, turning challenges into opportunities for growth.

What has been your biggest achievement so far?

I find the most fulfilling achievements are those that create lasting, positive change and for me, that’s been through leading numerous transformative supply chain

While many organizations are re-evaluating their DEI strategies, it is ultimately incumbent upon leaders to take meaningful action. This includes providing women with access to highimpact roles, advocating for them in succession planning, and ensuring they’re part of strategic conversations. Meaningful progress requires more than intent—it calls for everyday decisions that create space for diverse voices to lead.

initiatives. One that stands out is when I led the rollout of a centralized supply chain control system that provided realtime visibility, streamlined operations, and improved decision-making. This not only reduced inefficiencies and costs but also enhanced collaboration across teams and suppliers.

What makes these accomplishments especially meaningful to me is the human side of the transformation: seeing teams work more effectively, enabling the business to respond with greater agility, and ultimately delivering better customer service. My greatest accomplishment is knowing that my work helps build more resilient supply chains and sets businesses up for long-term success.

What has been one of the most complex tasks you managed at work?

One of the most complex initiatives I have led involved stabilizing a critical supply chain transformation project that was at risk due to siloed communication, misaligned crossfunctional teams, and limited data visibility. These issues were causing significant inefficiencies and delays. To address this, I focused on strengthening governance, aligning stakeholders across functions, and implementing a structured communication framework. By establishing transparent processes and accountabilities, we were able to improve efficiency and restore operational stability. The most rewarding aspect was seeing the teams collaborate effectively as we met key project objectives. This experience reinforced the importance of strategic problem-solving and crossfunctional collaboration in overcoming complex challenges.

What advice would you give to young women aspiring to enter the supply chain industry?

While the younger generation is inherently digital-native, my advice is to focus on developing strong analytical and problem-solving skills while staying abreast of emerging technologies. Invest in building a solid professional network and nurture meaningful relationships with mentors and peers. Emotional intelligence, a strength many women naturally possess, is a powerful asset in effective leadership. Most importantly, always advocate for yourself, speak up with confidence and trust in your ability to shape your path.

What leadership qualities are most important for women in supply chain roles?

In my view, the most essential leadership qualities for women in supply chain roles are strategic thinking, influence,

adaptability, and collaboration. Strategic thinking helps navigate complex operations while driving innovation and long-term value. The ability to influence and strong communication skills are critical for aligning diverse stakeholders and negotiating effectively across the value chain. Given the dynamic supply chain landscape, adaptability allows leaders to respond swiftly to disruptions and evolving market conditions. At the core of effective leadership lies collaboration, which builds strong, inclusive teams and encourages collective success. By honing these qualities, women can lead transformational change and continue breaking barriers in traditionally maledominated spaces.

Have you had to adapt your leadership style in this industry? If so, how?

Having grown my career within the supply chain industry, my leadership

Balancing strategic goals with operational challenges begins with setting a clear vision and building alignment across organization. This alignment is essential, as it creates a shared sense of purpose and direction that informs both longterm initiatives and day-to-day decision-making. That said, a strategy is only as impactful as its execution. I place strong emphasis on translating long-term objectives into actionable plan with defined milestones, measurable KPIs, and clear accountability. In my experience, the key is to stay anchored to the plan while allowing flexibility to adapt to short term changes.

style has certainly been shaped by the unique experiences it brings. That said, with every organization I have been a part of I have found it essential to adapt my approach to align with the company culture and values. Whether it is the pace of decision-making, the level of collaboration, or how change is driven, being adaptable has allowed me to lead more effectively while staying true to my core values.

How do you balance strategic decision-making with the operational challenges of supply chain management?

Balancing strategic goals with operational challenges begins with setting a clear vision and building alignment across organization. This alignment is essential, as it creates a shared sense of purpose and direction that informs both longterm initiatives and day-to-day decisionmaking. That said, a strategy is only as impactful as its execution. I place strong emphasis on translating long-term objectives into actionable plan with defined milestones, measurable KPIs, and clear accountability. It is also important to acknowledge that supply chains operate in highly dynamic environments and continuously. In my experience, the key is to stay anchored to the plan while allowing flexibility to adapt to short term changes.

What steps can organizations take to empower women in supply chain?

One of the most important steps organizations can take to empower women in supply chain or in any function is to actively address unconscious biases that often go unnoticed whether it's in

performance evaluations, promotions, or simply in who gets a seat at the table. Equity should not be an initiative; it should be built into everyday decisions. In one of my leadership roles, I supported launch of a regional program that created space for women to share their experiences openly discussing topics like allyship, career growth, and the challenges of navigating workplace dynamics. The conversations that came out of those sessions didn’t just stay within the program they influenced how we shaped policies and leadership behaviours going forward. That experience reaffirmed for me that when organizations truly listen, and act, they create environments where women feel seen, heard, and empowered to lead.

How do you continuously upskill to stay relevant in the evolving supply chain landscape?

Being part of Accenture gives me a unique opportunity to stay at the forefront of what is happening in the industry. It allows me to collaborate across diverse sectors, engage with innovative thought leadership, and continuously learn from some of the most experienced professionals in the field. Beyond that, I make it a point to attend industry conferences and webinars; these are great spaces to hear fresh perspectives, explore new technologies, and stay current with evolving trends. I also enjoy exchanging ideas with peers and clients; those realworld conversations often spark the most meaningful learning and innovation.

Where do you foresee Indian supply chain domain transforming from here on?

India’s supply chain is becoming

a dual engine of growth driven by strong domestic consumption and an expanding role in global supply chains. As the country moves toward its Viksit Bharat 2047 vision, supply chains must evolve to be more resilient, efficient, and globally competitive. Domestically, rising incomes, urbanization, and digital adoption are sustaining demand, while initiatives like the PLI schemes are strengthening the manufacturing base. At the same time, large-scale infrastructure upgrades are improving logistics efficiency and market access. Together, these developments position India to become a global manufacturing hub balancing internal consumption with export-led growth. This transformation will not only drive long-term economic expansion but also create a growing need for experienced supply chain professionals to navigate the evolving landscape.

Disclaimer: The views and opinions expressed in this article are solely author’s own and do not represent the official policy, position, or views of the employer or any organization with which the author is affiliated. The content is based on the author’s independent analysis,experience and expertise.

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CELERITY SUPPLY CHAIN TRIBE APRIL 2025 ISSUE

FROM CHAOS TO PRECISION

UNRAVELING THE LASTMILE TRANSFORMATION

NOTE

Navigating the Future: Precision, Sustainability & Leadership in Supply Chains

CONTENTS

12 COVER STORY From Chaos to Precision – Unraveling the Last-Mile Transformation

Change

CIRCULAR, DIGITAL, DIVERSIFIED: HERALDING A NEW ERA OF SUSTAINABLE SUPPLY CHAINS

RENEWABLE ENERGY TECHNOLOGIES

POWER CIRCULARITY

IMPROVING ENERGY EFFICIENCY

TECHNOLOGY IN WATER STEWARDSHIP

ENVIRONMENTAL MONITORING

From Chaos to Precision:

UNRAVELING THE LAST-MILE TRANSFORMATION

Kamlesh Kumar, Vice President – Supply Chain, Jumbotail

Dipanjan Banerjee, Chief Commercial Officer, Blue Dart Express Ltd.

Deepak Kumar Goel, Chief of Operations – Last Mile, Shadowfax Technologies

STRATEGIC USE OF INCENTIVES AND DISINCENTIVES

MICRO-FULFILLMENT AND WAREHOUSING INNOVATIONS

SUSTAINABILITY CHALLENGES AND THE PUSH FOR GREEN LOGISTICS

AI AND AUTOMATION: THE CORE OF LOGISTICS EFFICIENCY

THE ROLE OF DRONES AND AUTONOMOUS VEHICLES IN DELIVERY

BEYOND THE LAST MILE: THE FUTURE OF SMART & SUSTAINABLE DELIVERY

Rendezvous

Supply Chain Visionaries with the

‘Empower the team & give freedom to perform’

UP,

performing team can be built on mutual trust and openness’

‘A leader’s role goes beyond just delegation’

How to Stay More Inspiring

Procurement’s Next Frontier: Driving Sustainability, Tech Adoption & Resilience

Ajay Kumar, Chief Purchasing Officer, MT-AutoCraft

Ashish Mendiratta, Founder, Advanchainge Pvt Ltd.

Anoop Bansal, Co-founder, UNPAUSE Consulting Pvt. Ltd.

PLAYING LONG: BUILDING A LEGACY FOR FUTURE LEADERS

FROM BOTTLENECKS TO BREAKTHROUGHS: WOMEN LEADING THE CHANGE