FOREWORD BY
Shailesh Haribhakti, Chairman, Shailesh Haribhakti & Associates, on Scope 3 as the Blueprint For Building Resilient, Regenerative Ecosystems
From Burden to Blueprint: SCOPE
3 DRIVING A
NEW ERA OF SUPPLY CHAIN INNOVATION
Sustainability Experts weigh in on How Carbon Data Stops Ticking Boxes — and Starts Rewriting the Rules of Supply Chains
Supply Chains for a Sustainable Tomorrow PUBLISHER’S NOTE
Dear Readers,
As the urgency to combat climate change intensifies, supply chains are firmly in the spotlight. In this August issue, we place the focus on Scope 3 emissions—the most complex and consequential of all emission categories. Covering indirect emissions that occur across the value chain, Scope 3 holds both the biggest challenges and the greatest opportunities for supply chain transformation. Supply chain and logistics leaders are now re-evaluating the fundamentals of operations—not just through the lens of efficiency and cost—but also carbon footprint, resilience, and responsibility. This shift demands more than intent. It requires granular visibility into supplier-specific emissions, strong data management, and technology integration across fragmented systems.
The spotlight today is on collaborative platforms, advanced analytics, digital twins, and emissions tracking tools that bring transparency and accountability. However, what truly drives change is the collective will of businesses to embed sustainability into procurement, planning, and distribution models—turning ESG from a reporting obligation into a strategic differentiator.
This issue brings together voices from industry who are navigating these complexities, embracing innovation, and moving decisively toward climate-responsible value chains. From decarbonizing freight movement to engaging tier-2 and tier-3 suppliers, the stories here are a testament to what’s possible when purpose meets action.
We hope the insights in this edition serve as a compass to help our readers accelerate their sustainability journeys—because in supply chains, every tonne of carbon saved today safeguards business, communities, and the planet tomorrow.
by:
Edited by:
Prerna Lodaya e-mail: prerna.lodaya@celerityin.com
Designed by: Lakshminarayanan G e-mail: lakshdesign@gmail.com
Logistics Partner: Blue Dart Express Limited
Charulata Bansal Publisher Charulata.bansal@celerityin.com
www.supplychaintribe.com
Published
Charulata Bansal on behalf of Celerity India Marketing Services
CONTENTS
08 COVER STORY
From Burden to Blueprint: Scope 3 Driving A New Era
of Supply Chain Innovation
Faced with tightening regulations, mounting investor scrutiny, and rising climate risk, supply chain leaders are discovering a powerful new truth: the carbon data once collected purely for auditors now holds the potential to redefine how businesses buy, build, and compete. This two-part Cover Story, to be featured in subsequent issues, explores that transformation in depth, revealing how leading companies are using Scope 3 data to spotlight hidden supplier vulnerabilities and inefficiencies that traditional procurement tools often miss.
Scope 3: The Hidden Engine of a Regenerative, Intelligent
Supply Chain
In this visionary foreword, Shailesh Haribhakti, Chairman, Shailesh Haribhakti & Associates, reframes Scope 3 as the blueprint for Building Resilient, Regenerative Ecosystems.
27 | UP, CLOSE & PERSONAL
Staying Relevant: Lessons in Adaptability and Team Building
In this series of Rendezvous with the Supply Chain Leaders, Shailendra Bobhate, Senior Advisor, KPMG Assurance and Consulting India, reflects on lessons from decades of experience: building demanddriven networks, leading integration projects, and balancing operational priorities with team development.
FOCUS
20 | Inside India’s Hydrogen Gamble: Can Supply Chains Keep Up?
Vanshaj Srivastava, Senior Manager – SCM Strategy, Reliance Industries Ltd., unpacks why the real test of India’s hydrogen promise lies in how quickly its logistics networks, vendor ecosystems, and talent can adapt to this bold, hydrogen-powered future.
23 | Turning Carbon Complexity into Clarity: The AI Advantage in Asia
Pavan Sharma, CEO & Co-founder, PlanetWise Pte Ltd., explores how AI is transforming carbon management from a compliance headache into a source of competitive strength.
Scope 3: The Hidden Engine of a Regenerative, Intelligent Supply Chain
We are living in the dawn of the great convergence. For decades, we designed supply chains around linearity—input, throughput, output—measured by speed, cost, and compliance. But that age is over. Today’s leading organizations are building something entirely different: intelligent, regenerative ecosystems where carbon, material, and energy flows are monitored, modelled, and optimized across the full value chain—especially the elusive terrain of Scope 3. In this visionary foreword, Shailesh Haribhakti, Chairman, Shailesh Haribhakti & Associates, reframes Scope 3 as the blueprint for building Resilient, Regenerative ecosystems.
ONCE regarded as the dark matter of emissions—everywhere and nowhere—Scope 3 is now the most potent arena for innovation, differentiation, and strategic resilience.
Why?
Because the world is being fundamentally rewired.
THE CONVERGENCE IS REAL—AND IT STARTS WITH THE INVISIBLE!
Across sectors, technologies once siloed are now fusing into exponential systems:
Artificial Intelligence now digests supplier invoices, energy logs, and logistics manifests to produce highfidelity Scope 3 maps.
Autonomous mobility has begun to reshape freight networks—reducing idle times, optimizing routes in realtime, and minimizing per-tonne emissions.
Renewable and abundant energy sources, increasingly hyperlocal, are decarbonizing production nodes and warehousing hubs.
Next-gen robotics are enabling low-waste, high-precision sorting,
packing, and repair—redefining the economics of circularity.
Bioengineering and material science are creating biodegradable films, edible coatings, and AIactivated freshness sensors— preserving product integrity without refrigeration.
In this deeply interconnected paradigm, Scope 3 becomes the proxy for systemic health. It is no longer merely the sum of supplier emissions.
It is a dynamic measure of how a business participates in the planetary metabolism.
And the best part? We now have the tools to see it, shape it, and lead with it.
FROM REPORTING LAG TO REAL-TIME INSIGHT
Until recently, Scope 3 reporting was rear-view mirror compliance. We asked suppliers for annual
emissions data, often outdated, incomplete, and unverifiable. What emerged was a fog of approximations— useful for CSR reports, but not for operational decision-making.
That fog is lifting.
With AI-driven platforms, companies can now simulate Scope 3 emissions daily, even hourly, across multiple scenarios—“What happens if I shift to rail in Eastern India?” “What if I redesign this component using mycelium instead of plastic?” “What’s the impact of switching to contract manufacturers running on biogas?”
Machine learning models ingest supply chain telemetry, EPR data, utility bills, and even satellite imagery to give procurement heads and design engineers a live dashboard of emissions, costs, and resilience metrics. This is no longer futuristic—it is the new baseline of responsible operations.
REINVENTING THE JOURNEY, NOT JUST THE DESTINATION
One of the most exciting frontiers is the reinvention of motion itself. Traditionally, emissions were baked into movement: trucks idling at borders, perishables flying across continents, half-full containers sailing thousands of kilometers. Now, thanks to autonomous electric freight, drone-enabled last-mile delivery, and just-in-time micro-fulfillment centers, emissions are decoupling from mobility.
Smart packaging—enabled by nanosensors, humidity-adaptive linings, and reusable tags—now allows goods to be preserved longer, trace their own location, and even negotiate unloading preferences with automated docks. The result: fewer losses, lower spoilage, faster turnarounds, and lower Scope 3 per unit.
And the ripple effects are profound. Cold chains powered by solar microgrids, AI-predicted delivery windows, and dynamic port scheduling are collectively transforming transport from a cost center into a climate-positive differentiator.
FROM COMPLIANCE TO COMPETITIVE MOAT
It’s tempting to see Scope 3 disclosure as a burden—an opaque labyrinth of supplier behaviors, data gaps, and
shifting standards. But this perspective misses the point. In reality, Scope 3 is the single largest opportunity to turn sustainability into strategy.
Consider these game-changing levers:
Supplier Tiering by Carbon Intensity: What if your preferred suppliers were those with verified Net Zero pathways? Many companies are already reshaping their vendor scorecards accordingly.
Insetting Instead of Offsetting: By helping suppliers decarbonize their own processes (through shared solar, EV leasing, or zerowaste packaging), companies can reduce emissions within their own ecosystem—delivering real impact, not just paper credits.
Design-to-Zero: Engineering teams now use digital twins to create products that are lighter, modular, and repairable. Every gram saved or bolt eliminated means emissions spared—again, mostly in Scope 3.
Those who see Scope 3 as a line item to report will fall behind. Those who see it as a lever to design with will lead.
THE BOARDROOM AWAKENS
One of the most significant shifts we are witnessing is the awakening of corporate boards to the systemic implications of Scope 3.
Sustainability is no longer relegated to ESG subcommittees. It is central to business continuity, cost predictability, and investor confidence. Climatelinked risks—whether from regulatory tightening, insurance availability, or reputational exposure—are board-level concerns. And Scope 3 sits at the center of this matrix.
I’ve personally witnessed forwardthinking boards reframe their governance frameworks:
Replacing quarterly reviews of compliance checklists with real-time dashboards of Scope 3 metrics.
Mandating carbon-adjusted internal rates of return on capital projects.
Embedding Scope 3 progress into executive KPIs and incentive structures.
This is not tokenism. This is risk stewardship and opportunity optimization at its best.
THE NEW WORLD ON OUR PLANET
What emerges is nothing less than a renaissance in how we make, move, and measure.
We are building a world where:
Fleets recharge, not refuel.
Goods speak, trace, and protect themselves.
Factories run on sun and algorithms.
Packaging breathes, signals, and biodegrades.
Every material has a memory—and a next life.
And beneath it all runs a living intelligence: a planetary nervous system built on AI, quantum sensors, and carbonaccounting ledgers that capture the full scope of impact, not just the tip. This is the world that Scope 3 can unlock—if we dare to see it not as a reporting hurdle, but as an innovation enabler.
IT’S TIME TO SHIFT OUR LENS
Let Scope 3 be our new R&D lab, our compass for credible sustainability, and our metric for moral leadership. Let us ask not just “How low can we go?”—but “How regenerative can we become?”
To all the readers of this visionary edition of Celerity Supply Chain Tribe, I invite you to look again at your supply chains—not as lines of cost and control, but as webs of life, possibility, and stewardship. The power is already in your hands. The time to lead is now.
From Burden to Blueprint: SCOPE 3 DRIVING A NEW ERA OF SUPPLY
CHAIN INNOVATION
For years, Scope 3 emissions reporting languished on the fringes of corporate strategy—an annual compliance ritual, disconnected from the real engines of procurement, planning, and production. But that era is fading fast. Faced with tightening regulations, mounting investor scrutiny, and rising climate risk, supply chain leaders are discovering a powerful new truth: the carbon data once collected purely for auditors now holds the potential to redefine how businesses buy, build, and compete. This two-part Cover Story, to be featured in subsequent issues, explores that transformation in depth, revealing how leading companies are using Scope 3 data to spotlight hidden supplier vulnerabilities and inefficiencies that traditional procurement tools often miss. What began as an ESG checkbox is fast evolving into a strategic lever for resilience, agility, and competitive advantage in a low-carbon economy…
ONCE dismissed as a reporting burden, Scope 3 emissions tracking is now emerging as a source of operational insight and strategic leverage.
As regulatory frameworks like the EU’s Corporate Sustainability Reporting Directive and California’s Climate Corporate Data Accountability Act come into force, supply chain leaders face growing pressure to account for emissions well beyond their direct operations— from suppliers and freight partners to product use and end-oflife disposal. What was once considered an ESG side task now sits at the core of how progressive organizations build smarter, leaner, and more resilient supply chains.
SCOPE 3 AS A SOURCE OF SUPPLY CHAIN INTELLIGENCE
Leading companies have moved beyond mere compliance. They’re using Scope 3 emissions data to guide decisions on supplier performance, network design, and investment prioritization. Properly mapped emissions hotspots reveal far more than carbon intensity: they uncover operational vulnerabilities, sourcing inefficiencies, and supplier relationships that may not hold up under future regulatory or environmental pressures.
These insights already inform continuity planning and category strategies. Several global manufacturers now embed emissions metrics into supplier scorecards—not only to improve ESG outcomes, but also to flag financial or reputational risks invisible to traditional procurement analysis.
The value of Scope 3 intelligence lies in its specificity. Industry benchmarks alone no longer suffice. Even within the same sector, two companies can have dramatically different Scope 3 footprints depending on tier-2 and tier-3 supplier geography, materials mix, or product lifecycle choices. By shifting from sector averages to supplier-specific emissions data, emissions tracking becomes truly operational—deeply integrated into risk evaluation and the design of more agile supply networks.
FROM DATA BOTTLENECK TO DESIGN INPUT
Historically, hesitancy around Scope 3 reporting stemmed from its perceived data burden. That’s now changing. AI and automation are streamlining emissions calculations,
simulating sourcing and routing scenarios, and closing data gaps that once made Scope 3 impractical at scale.
Digital platforms can model emissions where primary data is unavailable, create digital twins to visualize carbon impact in real time, and build unified datasets connecting procurement, operations, and sustainability teams. This isn’t about ticking a compliance box—it’s about making carbon data a practical design input for supply chain optimization and stress-testing.
In mature organizations, emissions metrics now appear alongside cost, lead time, and service performance— transforming sustainability from an annual reporting task into a continuous lever for supply chain performance. And because AI systems can refresh emissions models in near real time, supply chain leaders can anticipate where the next pressure point may arise—whether driven by new regulation or shifting stakeholder expectations.
FROM EMISSIONS MAPPING TO SUPPLY CHAIN REENGINEERING
The most forward-looking supply chain leaders aren’t just visualizing their emissions—they’re using these insights to reengineer how their supply chains operate.
Here’s where the real shift is happening: emissions data is beginning to influence structural decisions that were once made purely on cost or service grounds—like where to source materials, how to allocate production across regions, and which suppliers to strengthen partnerships with or gradually phase out. One global industrials firm, for example, discovered that partnering with a more carbon-intensive supplier in the short term actually enabled them to consolidate shipments— lowering overall freight emissions and costs across the network. That insight emerged not from instinct, but from data they weren’t even using two years ago.
This is the level of thinking that separates compliance from competitive advantage. Scope 3 isn’t merely a sign of ESG maturity—it’s becoming a lens through which smarter operational trade-offs are made. For supply chain leaders determined to build resilience and agility into their ecosystems, it’s no longer a burden. It’s a blueprint.
Against this backdrop of shifting Scope 3 priorities, we turn to the experts to share how they perceive and navigate this change.
Vishal Bhavsar, Head ESG, Multiples Alternate Asset Management
To address the mounting demand for supplier-specific emissions data, companies are turning to advanced technological solutions that automate data collection and consolidation across complex, multi-tier supply chains. This digital foundation enables organizations to harness predictive analytics and machine learning to generate granular insights—pinpointing emissions hotspots, inefficiencies, and climatevulnerable partners. Blockchain, for instance, can trace the origin and sustainability credentials of raw materials in real time, enhancing both transparency and accountability.
Scope 3 Reporting evolving from a Regulatory Burden to a Strategic Lever
Scope 3 reporting has evolved beyond compliance—driven by regulation, risk, and rising stakeholder expectations—to become a powerful source of competitive advantage.
Swaroop Banerjee, VP – Corporate Sustainability, JSW Group: Scope 3 reporting has evolved from a regulatory burden into a strategic lever, driven by growing stakeholder expectations, climate regulations, and the need for value chain transparency. Leading companies now use Scope 3 data to gain competitive advantage by identifying emissions hotspots, optimizing supply chains, and collaborating with lowercarbon emissions suppliers. This not only improves environmental performance but also enhances cost efficiency and resilience. With customer demand shifting toward low-emission products especially in sectors like automotive and construction, companies leveraging Scope 3 insights can differentiate themselves in the market. Furthermore, preparedness for evolving regulations such as the EU Carbon Border Adjustment Mechanism (CBAM) reinforce the business value of Scope 3 tracking. At JSW Steel, we are initiated tracking of Scope 3 emissions tools using digital tools thus enhancing traceability and embedding value chain decarbonization into our net zero roadmap and transforming emissions transparency into a driver of long-term growth and innovation.
Bipin Odhekar, Head –Sustainability, EHS & Operations Excellence, Marico India Ltd.: Scope 3 reporting has evolved from a compliance exercise to a critical driver of business strategy. This shift is fuelled by a combination of regulatory momentum (BRSR, TCFD, CSRD), escalating investor demands for credible climate action, and rising consumer expectations for responsible brands. Scope 3 emissions
contribute to large part of companies’ emissions (60%-80% or more). Since, it covers large activities like materials, upstream and downstream logistics, different stages of product life cycle, any improvement Scope 3 performance, provides financial opportunity and operational efficiency.
For Marico, where over 95% of total emissions arise from Scope 3, this transition is both urgent and transformative. In FY25, we reported 549808 tCO₂e in absolute Scope 3 emissions—showing a 14.7% reduction in Scope 3 Intensity from FY19 baseline. We leverage this data beyond reporting—to drive smarter decisions in procurement, product design, and packaging.
Vishal Bhavsar, Head ESG, Multiples
Alternate Asset Management: The initial phase of corporate sustainability was driven largely by voluntary disclosures and carbon footprinting, which introduced the concept of Scope 3 emissions. Over the past decade, however, new global regulations—such as the EU’s CSRD and Corporate Sustainability Due Diligence Directive (CSDDD)— alongside domestic frameworks like India’s BRSR, have pushed Scope 3 to the forefront. At the same time, stakeholder expectations, particularly around netzero commitments, have intensified. Initiatives like the Science Based Targets Initiative (SBTi) require companies to set ambitious Scope 3 reduction goals, reinforcing its importance.
As companies pursue net-zero targets, they've come to recognize that the majority of their emissions—and significant risks—lie beyond their direct
control in the value chain. This realization has reframed Scope 3 from a compliance requirement to a strategic opportunity. In many industries, value chain activities such as procurement, transportation, and logistics account for 40–70% of operating costs and contribute more than 70% of emissions. Tackling these areas not only helps lower environmental impact but also unlocks operational efficiencies, cost reductions, and margin improvements—turning climate action into competitive advantage.
Jaswinder Saini, VP – Procurement, Tata Play Ltd.: At Tata Play, Scope 3 reporting is no longer viewed as just a compliance requirement—it has become a strategic tool to drive sustainability and operational efficiency. As consumer expectations for environmental responsibility rise, transparency around value chain emissions enhances brand credibility and trust. More importantly, mapping emissions across third-party manufacturing, and outsourcing of various services helps us uncover inefficiencies and redesign processes. These insights fuel not only our climate goals but also unlock tangible business value.
Smitha
Shetty, Regional Director – APAC, Achilles Information Ltd.: Scope 3 emissions make up the majority of total emissions in industries such as manufacturing, retail, and consumer goods, often ranging from 70 to 95 percent. Until recently, tracking these emissions was largely seen as a regulatory formality or a way to meet investor expectations. That mindset is shifting. Today, emissions data is becoming
a powerful tool for transformation. The shift is being driven by increased stakeholder scrutiny, improved data availability, and a clearer understanding of the financial and reputational risks associated with supply chain emissions. Leading organisations are going beyond measurement. They are using Scope 3 insights to uncover inefficiencies, redesign sourcing strategies, and partner with suppliers who prioritise low-carbon operations. This not only helps reduce environmental impact but also strengthens business resilience. In highly competitive sectors, the ability to demonstrate verified emissions reductions at the supplier level is fast becoming a differentiator in procurement, investment, and consumer choice.
As instruments like the Carbon Border Adjustment Mechanism (CBAM) and the Carbon Credit Trading Scheme (CCTS) begin to link emissions intensity with trade and market access, mapping and managing Scope 3 emissions is becoming essential. It is no longer a back-office exercise but a strategic priority for safeguarding long-term competitiveness and credibility.
Veeshwass
Kulkarni, General Manager – Procurement, Legrand
India: The evolution of Scope 3 reporting from a box-ticking exercise into a strategic advantage is driven by several converging forces: tightening regulations, growing investor scrutiny, rising customer demand for sustainable products, and breakthroughs in data analytics and AI. But at its core, the real catalyst is a shift in mindset. Forward-thinking organizations now view emissions data not just as a compliance requirement but as critical business intelligence that unlocks new opportunities for risk mitigation, efficiency, and competitive differentiation.
Given that Scope 3 emissions often account for more than 70% of a company's total carbon footprint, mapping these emissions across the value chain provides deep insight into supplier vulnerabilities, inefficiencies in logistics, and the hidden carbon costs embedded in product lifecycles. Armed with this data, companies can make proactive
decisions—whether it’s diversifying suppliers, localizing production, or redesigning products—to mitigate risk and strengthen supply chain resilience.
Procurement teams, traditionally focused on cost and quality, are now becoming strategic gatekeepers for carbon performance. At Legrand, for instance, we embed emissions criteria directly into supplier scorecards, favouring partners who have certified emissions-reduction commitments. This doesn’t just lower our Scope 3 footprint—it also fosters innovation and resilience throughout the supplier network.
At the same time, AI and advanced analytics have made it possible to estimate and simulate emissions even when supplier data is incomplete. By blending spend data, material inputs, and logistics details, companies can model the impact of alternative sourcing strategies or product design changes before taking action.
Financial strategy is evolving too: some companies are linking Scope 3 KPIs directly to capital costs, working with banks to offer preferential financing rates to suppliers with strong sustainability performance. This sends a clear signal to investors and customers alike that sustainability isn’t an add-on—it’s integral to business strategy.
Finally, as B2B customers in sectors like construction, data centers, and infrastructure increasingly demand low-carbon products, companies able to monitor and cut Scope 3 emissions are better positioned to win contracts and lead the market.
Dipanjan Banerjee, Chief Commercial Officer, Blue Dart:
At Blue Dart, we’ve seen firsthand how Scope 3 emissions reporting has transformed from a compliance task into a key strategic advantage. This shift is driven by increasing stakeholder expectations—investors, regulators, and consumers now demand transparency and accountability across the value chain. Leading companies are leveraging this data to redesign supply networks, select greener partners, and unlock efficiencies.
For us, aligning with DHL Group’s Science-Based targets means that every piece of emissions data becomes a lever for long-term value creation.
Sandeep Chatterjee, Digital Supply Chain and Sustainability Leader, IBM: Companies have come to realize that sustainability and profitability aren’t mutually exclusive. In today’s highly interconnected supply networks, a siloed approach simply doesn’t deliver results. Scope 3 emissions for a manufacturer, for instance, directly correspond to Scope 1 and Scope 2 emissions of its suppliers— meaning that collaboration is essential.
Rather than relying solely on punitive measures or compliancedriven frameworks, forward-looking organizations are co-investing with their supply partners, offering technical assistance, capacity building, and shared innovation initiatives. By building trust and transparency in the ecosystem, these companies transform emissions data into actionable insights, enabling smarter sourcing, product design, and logistics decisions that ultimately deliver both environmental and financial benefits— turning sustainability from a cost centre into a competitive edge.
Varun Chopra, Executive Chairman, GEAR: Scope 3 Emissions account for about 75-80% of all Emissions – hence it is imperative for organisations that are moving towards Net Zero or are setting up their Net Zero Targets, to have a clear measurement and understanding of Scope 3 emissions. And measurement of Scope 3 emissions is the most challenging, hence organizations that get a first mover advantage will be able to gain significant leverage from a ESG and BRSR standpoint.
Uncovering Hidden Risks Through Scope 3 Mapping
By analyzing supplier- and product-level emissions, companies are surfacing vulnerabilities and sourcing inefficiencies that traditional procurement data alone can’t reveal.
Swaroop Banerjee: Leading organizations, including JSW Steel, are increasingly leveraging Scope 3 emissions mapping to identify hidden risks across the value chain risks that often go unnoticed through conventional procurement analysis. Scope 3 mapping provides visibility into aspects of the value chain that traditional procurement metrics often overlook. At JSW Steel, it has helped us identify high-emission hotspots in upstream raw materials and logistics, enabling us to have targeted discussions with suppliers on decarbonisation. It also supports broader risk assessments for example, exposure to carbon pricing or energy transition risks in certain geographies. These insights are instrumental in building a future-fit supply chain that is both economically and environmentally sustainable.
Further, this mapping is integrated with physical climate risk assessments to evaluate supplier exposure to extreme weather events, water stress, and regional climate vulnerabilities. Highemitting or climate-sensitive suppliers are prioritized for engagement or mitigation strategies. This dual lens emissions and climate vulnerability enables a more robust, forward-looking risk management framework, aligning JSW Steel’s sourcing decisions with its long-term decarbonisation and resilience goals.
Bipin Odhekar: Traditional procurement and supply chain analysis tends to focus on immediate, quantifiable factors such as cost, quality, delivery timelines, and supplier reliability. However, such conventional approaches may miss the broader systemic risks— especially those linked to environmental externalities, regulatory shifts, and long-
term operational vulnerabilities. This is where Scope 3 emissions mapping plays a transformative role. By enabling deep, end-to-end visibility across both upstream and downstream value chains—including second- and third-tier suppliers—Scope 3 analysis uncovers hidden carbon hotspots and risk clusters that conventional procurement metrics simply cannot detect.
Organizations are using scope 3 data to drive operational efficiencies, supply assurance, reputation management and regulatory compliance.
Operational cost volatility associated with future waste management, landfill charges, and potential carbon taxes related to non-circular packaging materials. These insights have directly influenced Marico’s shift toward low-carbon, dematerialized, and recyclable packaging solutions. We have accelerated the adoption of circular packaging models, including reusable containers and materials designed for easy recyclability, thus mitigating both emissions and regulatory risks.
More importantly, Scope 3 mapping has allowed us to pre-emptively de-risk our supply chain by prioritizing supplier partnerships and engagements with low-emission profiles or commitments to decarbonization. Regulatory changes under India’s evolving BRSR framework, which expects larger companies collect and assess ESG data from its value chain. This eventually asking organizations to map its scope 3 emissions.
By embedding this level of intelligence into sourcing and supply chain decisionmaking, we are building a more agile, risk-resilient, and future-fit value chain—one that is better equipped to navigate both climate risks and shifting market expectations.
Vishal Bhavsar: Scope 3 emissions mapping is rapidly emerging as a strategic tool for uncovering hidden vulnerabilities across the value chain that traditional procurement analysis often overlooks. By quantifying indirect emissions—from upstream procurement and transportation to downstream distribution and product use—organizations gain deep visibility into carbon-intensive nodes that are susceptible to future regulatory penalties, reputational risks, and operational disruptions. This level of granularity enables companies to identify suppliers with low climate resilience, inefficient routes, or dependence on high-emission materials that could inflate costs or threaten compliance. Crucially, the process also reveals data gaps and inconsistencies beyond Tier 1 suppliers, helping strengthen ESG transparency and investor confidence. By integrating emissions intelligence into sourcing, logistics, and product design decisions, leading firms are proactively mitigating transition risks and improving resource efficiency—transforming Scope 3 mapping from a compliance exercise into a driver of business resilience and competitive insight.
Jaswinder Saini: For Tata Play, Scope 3 mapping has revealed dependencies and environmental hotspots in our hardware supply chain, including settop boxes and satellite dishes. By redesigning our set-top boxes to be more compact, we’ve reduced plastic usage, minimized packaging waste, and increased logistics efficiency by enabling more units per shipment. Additionally, localizing component manufacturing has cut transportation emissions while supporting job creation near our supplier
Swaroop Banerjee, VP – Corporate Sustainability, JSW Group
Scope 3 mapping provides visibility into aspects of the value chain that traditional procurement metrics often overlook. At JSW Steel, it has helped us identify highemission hotspots in upstream raw materials and logistics, enabling us to have targeted discussions with suppliers on decarbonisation. It also supports broader risk assessments for example, exposure to carbon pricing or energy transition risks in certain geographies. These insights are instrumental in building a future-fit supply chain that is both economically and environmentally sustainable.
locations. These decisions may have been overlooked by conventional procurement analysis but became visible through an emissions lens.
Smitha Shetty: Traditional procurement focuses on price, quality, and delivery timelines. Scope 3 mapping introduces a different lens. It reveals systemic issues that are often invisible through conventional metrics. Scope 3 data enable companies to go beyond short-term cost considerations. It provides a clearer view of supply chain health and helps identify vulnerabilities early, so they can build resilience and align their sourcing with both performance and sustainability goals. When companies analyze emissions across their full supply chain, they start to see where carbon is concentrated. Often, those high-emission areas are where hidden risks reside. A supplier with a heavy emissions footprint may be relying on outdated, inefficient processes. This can indicate underinvestment, poor operational discipline, or exposure to regulatory change. Similarly, emissions hotspots tied to specific geographies may point to sourcing dependencies in unstable or high-risk regions.
Veeshwass Kulkarni: Traditional procurement has largely centered around costs, lead times, and quality metrics. Scope 3 emissions mapping, however, adds an entirely new layer of visibility— revealing hidden risks and inefficiencies that would otherwise remain out of view. One key insight comes from looking beyond immediate suppliers to deeper tiers in the value chain, where significant emissions often accumulate unnoticed. For example, through detailed emissions
mapping, we discovered that some of our tier-2 suppliers were using outdated, coalbased processes or inefficient machinery. These practices were substantially inflating our product carbon footprint— insights that would have been invisible in standard procurement assessments. Another valuable discovery emerged when we analyzed logistics flows. In some cases, smaller suppliers were sending frequent low-volume shipments using carbon-intensive transport modes. Emissions mapping highlighted that these fragmented deliveries were not just environmentally costly but also economically inefficient. This insight led us to consolidate shipments and redesign delivery routes, simultaneously lowering costs and reducing emissions. Ultimately, Scope 3 mapping empowers procurement teams to move beyond tactical purchasing decisions, enabling a more strategic, resilient, and sustainability-focused approach to supply chain design.
Dipanjan Banerjee: Scope 3 mapping gives us a broader lens to identify systemic inefficiencies—not just in terms of cost or delivery time, but in carbon intensity. For instance, we've identified that certain routes or suppliers, while efficient on paper, carry a higher carbon footprint due to outdated fleet technologies. This insight helps us to rethink our sourcing decisions, consolidate loads more effectively, and prioritize vendors who share our sustainability standards.
Sandeep Chatterjee: Traditional procurement tends to focus on Tier 1 suppliers—where the relationships, contracts, and costs are most visible. But when companies map Scope 3 emissions, they’re forced to dig deeper,
By enabling deep, end-to-end visibility across both upstream and downstream value chains—including second- and thirdtier suppliers—Scope 3 analysis uncovers hidden carbon hotspots and risk clusters that conventional procurement metrics simply cannot detect.
because Tier 1 suppliers’ Scope 3 often represents Scope 1 and Scope 2 emissions of Tier 2 and Tier 3 suppliers. This multi-tier visibility brings to light hidden hotspots—such as highly carbonintensive processes, outdated equipment, or geographic risk concentrations further upstream. Organizations have discovered unexpected vulnerabilities like dependence on a single Tier 3 supplier for a critical raw material or inefficient practices buried deep in the supply chain. These insights empower supply chain teams to proactively mitigate risks, diversify sourcing, or support upstream suppliers in adopting cleaner technologies.
Cracking the Data Granularity Challenge
Facing rising demands for supplier-specific emissions data, companies are deploying digital tools and AI to gain visibility deep into multi-tier supplier networks.
Swaroop Banerjee: As regulatory frameworks and stakeholder expectations increasingly emphasise transparency in value chain emissions, JSW Steel recognises the importance of improving data granularity and traceability across multi-tier supplier networks. Addressing the complexity of Scope 3 emissions, especially in hard-to-abate categories requires a structured, collaborative, and technology-enabled approach. We have adopted a phased strategy to enhance data quality, beginning with our most material supplier categories. Through direct engagement, we are encouraging suppliers to disclose activity-level emissions data and adopt standardised reporting formats. Capacity-building initiatives and technical support are being offered to suppliers, particularly small and medium enterprises (SMEs), to help them align with globally accepted emissions accounting protocols.
To improve traceability across tiers, we are also evaluating the use of digital tools such as supplier data platforms. These technologies can facilitate more accurate emissions mapping across upstream processes, beyond Tier-1 suppliers. Moreover, we are actively participating in industry-wide collaborations and working groups that aim to standardise Scope 3 data exchange and promote shared best practices. Over time, these collective efforts will help strengthen visibility, enhance supplier accountability, and support more informed decision-making aligned with our long-term decarbonisation targets.
Bipin Odhekar: Securing granular emissions data from multi-tier supplier networks remains a challenge— especially in industries like FMCG, where supply chains are fragmented and many MSMEs lack formal reporting structures.
At Marico, we are advancing ESG data quality (including Scope 3 emissions) through a phased, materiality-led approach. We started mapping purchased goods & services, our largest emissions category, transitioning from generic emission factors to supplier-specific data for key inputs like copra, packaging board, and plastic resin.
Our strategy includes: Supplier Prioritization and traceability: Focusing on vendors with high emissions impact and their value chain.
Capacity Building: Equipping suppliers—especially MSMEs—with tools and templates for emissions reporting.
Digital Integration: Embedding ESG metrics into procurement platforms for automated data collection and monitoring.
Third-Party Assurance: BDO India LLP provides limited assurance, driving credibility and supplier accountability.
Industry Collaboration: Engaging in sectoral platforms to align reporting expectations and minimize duplication.
While Tier 2 and Tier 3 data remain difficult to obtain, we are building traceability through ISO 14001-certified systems, supplier engagement, and audit mechanisms. Over time, we see technology, regulation, and collaborative industry ecosystems enabling fullchain emissions visibility—turning transparency into a competitive advantage for climate-resilient supply chains.
Vishal Bhavsar: To address the mounting demand for supplier-specific emissions data, companies are turning to advanced technological solutions that automate data collection and consolidation across complex, multi-tier supply chains. This digital foundation enables organizations to harness predictive analytics and machine learning to generate granular insights— pinpointing emissions hotspots, inefficiencies, and climate-vulnerable partners. Blockchain, for instance, can trace the origin and sustainability credentials of raw materials in real time, enhancing both transparency and accountability.
Many organizations are deploying supply chain control towers— centralized platforms that offer real-time visibility and enable faster, informed decision-making. When paired with a digital twin—a virtual model of the end-to-end supply chain—companies can map physical flows, simulate carbon footprints, uncover sub-tier relationships, and identify risks and bottlenecks across their networks. These tools not only improve agility but also integrate emissions data into service, cost, and quality KPIs.
For example, a global pharmaceutical firm used Tier 1 purchasing data and industry-level emissions models to uncover high-impact emission sources buried deep in their Tier 2 and Tier 3 supplier networks. By linking these emissions back to specific Tier 1 partners, the company was able to engage suppliers with targeted, data-driven dialogues—initiating joint actions to lower emissions, strengthen compliance, and build resilience across the entire ecosystem.
Smitha Shetty: Achieving visibility
Bipin Odhekar, Head – Sustainability, EHS & Operations Excellence, Marico India Ltd.
Historically, supply chain design has been governed by the holy trinity of cost, speed, and reliability. But climate intelligence is now emerging as the fourth axis of supply chain value creation and Scope 3 sits at its core. The next frontier isn’t just digital— it’s ecosystemic. Shared data standards, sectoral alliances, co-developed supplier scorecards—these will be key in enabling full-spectrum visibility and coordinated decarbonization across complex, multi-tier value chains. Going ahead, Scope 3 will soon be a standard input. But more importantly, it will become a strategic lens for designing supply chains that are not only lean and agile—but also just, regenerative, and future-fit.
across multi-tier or complex supplier networks is one of the most significant hurdles in Scope 3 reporting. While many companies have made progress with Tier 1 suppliers, where relationships are direct and data is more accessible, the most meaningful emissions risks often lie deeper in the supply chain.
To close this gap, leading organizations are moving away from fragmented and manual approaches toward integrated digital platforms that offer scalable, real-time, and verified supplier data. These companies are no longer simply requesting information from suppliers. Instead, they are fostering long-term collaboration and building systems that create mutual value.
Companies are also increasingly automating data collection and verification at scale. Rather than relying on industry averages or estimates, they are capturing real, activity-based data. Some are embedding emissions tracking directly into procurement systems, making carbon performance a standard part of supplier evaluation alongside cost, lead time, and quality.
The most important shift is the transition from a top-down compliance model to a more collaborative, two-way approach. When suppliers are treated as strategic partners and not just data sources, visibility improves throughout the entire supply chain. This leads to more accurate Scope 3 reporting and, over time, builds stronger, more transparent, and more resilient supplier networks.
Veeshwass Kulkarni: Capturing accurate supplier-specific emissions data across a multi-tier, often global supply chain remains a significant challenge— particularly in countries like India, where
many small and medium enterprises may lack awareness, tools, or systems to track emissions data effectively.
To address this, companies are adopting a multi-pronged approach. First, Segmented Supplier Engagement allows us to classify suppliers based on their maturity. Larger, more advanced suppliers—such as multinationals or OEMs who already understand sustainability reporting—are asked to provide regular emissions data, with expectations formalized in contracts. Regular audits ensure consistency and credibility.
For smaller or less mature suppliers, the approach is more collaborative: investing time in capability-building initiatives and helping them set up their own carbon monitoring systems. This partnership-driven method ensures that even suppliers with limited resources begin to align with broader sustainability goals.
Additionally, AI-powered estimation tools help fill data gaps when direct supplier data is missing. By drawing on industry benchmarks, government datasets, and predictive models, companies can estimate emissions based on process types, geography, and material inputs— offering a reasonably accurate picture that supports decision-making.
Finally, collaboration across industries to develop standardized reporting frameworks and shared databases is critical. This collective approach not only reduces duplication of effort but also fosters transparency and consistency across the supplier network. Waiting for perfect, 100% complete data is unrealistic; instead, companies are combining direct supplier reports,
modelled estimates, and shared industry frameworks to continuously improve data granularity over time.
Dipanjan Banerjee: It’s a complex challenge, but we’ve made headway through collaboration and technology. At Blue Dart, we work closely with suppliers to adopt standardized reporting that provide end-to-end visibility. Leveraging DHL’s digital backbone, we can integrate emissions data across multi-tier networks allowing us to provide accurate Scope 3 data to customers and empower better decisions across the supply chain.
Sandeep Chatterjee: The key lies in building a trusted ecosystem where suppliers see data sharing not as a risk but as a shared opportunity. Leading companies are shifting from compliancedriven data requests to collaborative partnerships, where data transparency is coupled with technical support, training, and sometimes even co-investment in greener technologies. By assuring suppliers that the data won’t be used punitively but to unlock efficiencies and drive joint improvements, organizations foster greater willingness to disclose granular data. Industry platforms and blockchain-enabled traceability solutions are also helping to aggregate and validate data securely across complex, multi-tier networks.
AI and Automation Make Scope 3 Actionable
New digital tools are enabling real-time emissions modelling and scenario simulation— transforming Scope 3 reporting from a data burden into an operational advantage.
Swaroop Banerjee: At JSW Steel, we acknowledge the critical role of technology in enhancing the accuracy, timeliness, and strategic value of Scope 3 emissions reporting. We are actively exploring the integration of artificial intelligence (AI) and automation into our data management and analytics frameworks. AI and digital automation can significantly improve the feasibility of large-scale Scope 3 data processing by enabling the collection, harmonisation, and validation of supplier-level data across multiple categories and geographies. Machine learning algorithms are being evaluated to identify emissions hotspots, estimate missing data, and improve emission factor accuracy over time.
Additionally, companies are exploring tools that enable real-time modelling of emissions under various procurement or logistics scenarios. This allows decisionmakers to simulate the carbon and cost implications of supplier switches, material substitutions, or changes in transportation modes thereby moving from retrospective reporting to proactive emissions management. These digital capabilities are supporting the shift from periodic compliance-driven reporting to a more dynamic, decision-supportive approach. As companies scale their efforts, the goal is to build a digitally enabled, transparent, and responsive Scope 3 reporting ecosystem that aligns with our broader decarbonisation roadmap and supports informed, climate-conscious business decisions.
Bipin Odhekar: At Marico—where Scope 3 emissions represent over 95% of our total footprint—digitalization is fundamental to ensuring accurate, scalable, and decision-ready emissions reporting. While we anchor our approach in the GHG Protocol and IPCC methodologies, the real enabler is
automation and digital tools.
We leverage digital technologies for real-time tracking of material consumption, our largest Scope 3 driver, through dynamic dashboards integrated with procurement and production systems. This enables instant visibility, proactive interventions, and smarter material choices.
While reporting frameworks define what we disclose, it is this digital backbone that defines how we report— transforming Scope 3 reporting from a static compliance task into a robust, automated, and business-integrated process that drives operational insights and climate action at scale.
Vishal Bhavsar: AI and automation are revolutionizing Scope 3 reporting by turning a traditionally complex and fragmented process into a dynamic, data-driven capability. What was once a compliance burden is now becoming a strategic asset—enabling companies to align environmental goals with operational priorities.
Leading organizations are leveraging AI-powered analytics to:
Automate emissions tracking: AI can process vast volumes of data across supply chains in real time, mapping emissions from upstream sourcing to downstream logistics and product use.
Improve data accuracy: Machine learning algorithms fill gaps in third-party data, reducing reliance on estimates and enhancing confidence in reported figures.
Optimize supply chain decisions: AI models simulate multiple sourcing and routing scenarios, helping companies select lower-emission suppliers and improve transport efficiency.
Engage suppliers at scale: AI tools enable collaboration with thousands of suppliers simultaneously, driving emissions reductions across the value chain.
Cloud-based platforms further enhance this transformation by integrating data from internal systems and supplier databases, creating a unified view of sustainability performance. This seamless connectivity improves transparency, accelerates decisionmaking, and supports real-time emissions modelling—allowing companies to respond proactively to risks, regulations, and stakeholder expectations.
Smitha Shetty: Artificial intelligence is steadily transforming the way organisations approach emissions management and supply chain decisionmaking. Where traditional reporting methods were often manual and retrospective, AI introduces the ability to generate timely, forward-looking insights.
With real-time emissions modelling, businesses can now explore the potential impact of sourcing decisions before changes are made. For instance, when comparing two suppliers, AI can consider emissions intensity, logistics routes, and upstream data to help recommend a balanced path; optimising for both environmental performance and cost. This level of insight supports more thoughtful and informed decisionmaking.
AI is also helping to ease the reporting process by automating data extraction from supplier disclosures, certificates, and transactional documents such as invoices. This reduces the time and effort spent on data consolidation, allowing procurement teams to focus more on strategic priorities and supplier engagement. As the demand for greater
Smitha Shetty, Regional Director – APAC, Achilles Information Ltd.
As emissions metrics become part of the standard decision-making process, organizations are better positioned to align operational goals with climate commitments. It also supports greater resilience by anticipating regulatory shifts, investor scrutiny, and evolving customer expectations. In this way, emissions integration is not just improving environmental outcomes—it is strengthening the overall quality and accountability of supply chain decisions.
AI and digital automation can significantly improve the feasibility of largescale Scope 3 data processing by enabling the collection, harmonisation, and validation of supplier-level data across multiple categories and geographies. Machine learning algorithms are being evaluated to identify emissions hotspots, estimate missing data, and improve emission factor accuracy over time.
transparency and accountability grows, AI is playing an increasingly important role in supporting businesses to take timely, data-informed steps toward more sustainable and resilient value chains.
Veeshwass Kulkarni: AI and automation have fundamentally redefined Scope 3 reporting, shifting it from a retrospective compliance task into a dynamic, real-time decision-making tool. Traditionally, Scope 3 data would lag months behind actual operations, limiting its usefulness. Today, AI systems can ingest data from ERP, logistics, and supplier platforms to model emissions in near real time. For instance, by analysing vehicle type, route, and load, AI-powered transport management systems can estimate CO₂ emissions per shipment— allowing procurement and logistics teams to weigh carbon impact alongside cost and lead time in daily operations. Beyond tracking, AI and digital twins
enable powerful scenario planning. We can now simulate the impact of switching suppliers, changing freight modes, or altering materials, predicting both the cost and emissions consequences before decisions are made. Where suppliers can’t provide full data, machine learning models help fill gaps by estimating emissions based on industry norms, energy sources, and process types. This capability is especially valuable for mapping deeper tiers in the supply chain and building targeted engagement strategies where they matter most.
Dipanjan Banerjee: AI and automation are game changers. At Blue Dart, we use tech-based models to simulate route optimization, fleet utilization, and packaging choices. This allows us to make decisions that balance cost, service, and sustainability. Automation also streamlines data collection, reducing the manual effort and lag that traditionally
plagued Scope 3 reporting.
Sandeep Chatterjee: Historically, collecting, cleaning, and reporting ESG data could take over a year—around 54 weeks—because of manual data requests, validation, and analysis. AI and automation dramatically compress this timeline by automating data ingestion from suppliers, filling data gaps with predictive modeling, and applying real-time analytics. Beyond reporting, AI-driven simulation tools now allow companies to test different scenarios— like changing a supplier, transportation mode, or material—and instantly see the emissions and cost impact. This ability to run what-if analyses on the fly transforms decision-making from reactive to proactive, enabling supply chains to respond dynamically to both market and sustainability pressures.
Varun Chopra, Executive Chairman, GEAR
When it comes to supplier specific data, it’s important to break these down into Tier 1, Tier 2 and Tier 3 suppliers – basis scale, processes, complexity & sophistication (of KPIs etc.). Then with each tier of suppliers, an organization needs to specifically engage on their unique set of challenges with respect to data granularity and reliability of measurement and come up with a roadmap with deliverables and timelines on how they can start delivering reliable data with respect to Scope 3 emissions.
Veeshwass Kulkarni, General Manager – Procurement, Legrand India
The next frontier lies in AI-powered digital twins of the entire supply chain. These models will continuously optimize trade-offs among cost, service level, and emissions, adapting in real time to shifts in energy markets, supplier performance, and regulatory changes. Over time, Scope 3 data won’t just guide operational decisions but will influence capital allocation and supplier development strategies. Suppliers who demonstrate lower carbon footprints and provide transparent data will gain competitive advantages through longer contracts and deeper collaboration.
Dipanjan Banerjee, Chief Commercial Officer, Blue Dart
Scope 3 is rapidly becoming non-negotiable in supply chain design. What’s next is predictive emissions planning—where AI models not only report but anticipate emissions impacts of design choices. At Blue Dart, we’re preparing for this by investing in smarter forecasting tools and collaborating with partners who bring emissions transparency to the table. Ultimately, we see sustainability becoming a default setting, not an afterthought.
Sandeep Chatterjee, Digital Supply Chain and Sustainability Leader, IBM
Companies have come to realize that sustainability and profitability aren’t mutually exclusive. In today’s highly interconnected supply networks, a siloed approach simply doesn’t deliver results. Rather than relying solely on punitive measures or compliance-driven frameworks, forward-looking organizations are co-investing with their supply partners, offering technical assistance, capacity building, and shared innovation initiatives.
Jaswinder Saini, VP – Procurement, Tata Play Ltd.
We are steadily embedding sustainability criteria into our procurement processes at Tata Play. As part of supplier onboarding and evaluation, we now seek disclosures on energy consumption, material usage, and waste management. We’re piloting supplier scorecards that measure emissions intensity and encourage partners— especially those with significant impact—to pursue science-based targets and green certifications. Driving data transparency across multi-tier supplier networks remains a challenge, but building long-term, trust-based partnerships is key to improving visibility and collaboration.
INSIDE INDIA’S HYDROGEN GAMBLE: CAN SUPPLY CHAINS KEEP UP?
India’s clean energy journey has so far been driven by solar power—but the road to Net Zero can’t run on electrons alone. Clean hydrogen is stepping up as both a fuel and a feedstock, with the promise to decarbonize heavy industry, refineries, and long-haul transport. Yet this transition isn’t just about adding electrolysers or setting ambitious policy targets; it calls for an entirely new supply chain architecture built around a molecule, not a megawatt. Vanshaj Srivastava, Senior Manager – SCM Strategy, Reliance Industries Ltd., unpacks why the real test of India’s hydrogen promise lies in how quickly its logistics networks, vendor ecosystems, and talent can adapt to this bold, hydrogen-powered future.
Solar SCM Gave India Scale.
Hydrogen SCM Will Demand Agility… India’s solar supply chain was built on predictability. Module manufacturing lines are optimized for volume, ports handle containerized traffic, and EPC timelines are standardized around well-understood logistics milestones. The SCM challenges are familiar: customs duties, grid connectivity, inland transportation.
Clean hydrogen, by contrast, introduces variables the solar sector never had to face. SCM leaders must now handle dangerous goods, cryogenic cargo, realtime purity control, and synchronized commissioning of interdependent assets. Hydrogen does not just require a supply chain; it demands a multi-modal, compliance-heavy, and hyper-localized logistics ecosystem.
Hydrogen’s formats differ vastly. Compressed hydrogen requires Type-IV pressure vessels and trained HAZMATcertified drivers. Liquid hydrogen must be transported at −253°C in vacuuminsulated tanks, with boil-off mitigation built into routing schedules. Green ammonia, increasingly favored for marine transport, requires ISO tanks, marine-grade pipelines, ammonia detection protocols, and corrosion-proof handling infrastructure.
SCM design must account for last-mile safety regulations, fuelling infrastructure compatibility, and the entire return logistics of high-value containers. Insurance liability, pressure compliance, leak mitigation, and operator certification are now critical dimensions of logistics planning.
STRATEGIC
GAPS IN HYDROGEN SCM
Complexity of Logistics Modalities:
Unlike solar, which operates in standardized 40-foot containers, hydrogen flows through multiple cargo formats. SCM professionals must master three parallel systems:
Gaseous hydrogen for short-haul industrial users must be distributed using pressure-rated trailers with embedded leak detection.
Liquid hydrogen for long-haul or export markets requires cryogenic vessels. This brings thermal insulation, boil-off gas venting systems, and time-critical transit planning into play.
Green ammonia, the most scalable hydrogen derivative, has its own logistics architecture involving double-walled storage, marine
Vanshaj Srivastava is a seasoned strategic operations and supply chain innovation expert, currently spearheading transformative initiatives within Reliance Industries’ New Energy division. An alumnus of IIM Udaipur, he is adept at orchestrating high-value projects in the renewable energy, logistics SaaS and Edu-tech space. His commitment to sustainability drives his pursuit of innovative solutions that minimize environmental impact and enhance operational efficiency.
compliance, and toxicity protocols.
Each format brings different risks, equipment vendors, customs classifications, and turnaround timelines. Coordinating procurement, transport, and return logistics across these formats will be the most complex task Indian SCM professionals have yet faced. Supply Volatility and Component
Fragility: The hydrogen economy currently depends on imported electrolysers, 70% of which come from Europe and East Asia. Lead times for largescale stacks exceed 30 weeks. Customs code ambiguity delays shipments at ports by 2–3 weeks. Catalyst supply is concentrated in a few countries, exposing India to geopolitical risks.
Local vendors for compressors, deionizers, rectifiers, and humidifiers lack proven quality credentials. SCM leaders must build dual vendor models, stock critical spares, and collaborate on performance-based contracting with EPC partners.
Infrastructure Gaps at Indian Ports: Ports like Kandla and Tuticorin are being evaluated for hydrogen export readiness, but current capabilities fall short. India’s port infrastructure must undergo deep retrofitting:
Cryogenic-compatible jetties
Leak-proof pipelines for ammonia
Digital fire control and gas monitoring
Onsite emergency containment zones
Redundant bunkering systems to minimize downtime
SCM professionals will need to work closely with Sagarmala, port trusts, and terminal operators to develop SOPs for H2-compatible port operations—much like what was done for LNG a decade ago.
Multi-Stage EPC Synchronization:
Unlike solar EPC, which can be executed in modular tranches, hydrogen projects require system-wide synchronization. Solar parks, electrolyzer units, compression and storage systems, ammonia conversion modules, and export infrastructure must go live in tandem. Any delay in one node disrupts the commissioning of the entire chain. Supply chain professionals must implement critical path mapping, project buffer analysis, and digital dashboards that bring together EPC schedules, BOM readiness, customs status, and sitelevel progress. Traditional Gantt charts will not suffice. Dynamic supply chain control towers are needed.
THE 5-POINT ACTION AGENDA – SCM SYSTEM REDESIGN FOR THE HYDROGEN AGE
India must now design a new SCM architecture centered on hydrogen’s unique demands.
1. We need cryogenic logistics capability at scale. The current fleet of hydrogenready ISO containers is under 300. By 2030, over 5,000 such containers will be needed for internal movement and exports. Fleet operators must be incentivized via long-term offtake agreements and subsidized leasing models. This includes building a pool of certified drivers, HAZMAT yards, and safety inspection centers.
2. Rail-connected hydrogen industrial corridors must be designed to ease pressure on highways. Rail-linked SEZs with built-in fueling depots, material segregation zones, and realtime route optimization engines can transform last-mile delivery risk.
3. Hydrogen-specific SOPs at ports must become standard. Port warehousing must evolve to offer dual-layer containment, ammonia-compatible flooring, corrosion-proof cladding, and specialized forklifts. Even crane operators must be trained in loading high-pressure or cryogenic cargo.
4. Hydrogen EPC Control Towers must replace spreadsheets and phone calls. These will integrate BOM tracking, vendor scorecards, weather prediction, bonded inventory visibility, and customs clearance status. Using AI, such towers can simulate commissioning delays, resequence material movement, and flag site disruptions before they cascade.
5. Shared infrastructure between solar and hydrogen can yield cost and efficiency gains. At locations like Dholera, EPC warehousing, inverter yards, and inbound logistics channels can be harmonized across solar module deliveries and electrolyzer stacking.
HUMAN CAPITAL AND CAPABILITY DEVELOPMENT
Hydrogen SCM will fail without a trained, certified, and digitally skilled workforce. The solar boom created a cadre of
electricians, racking technicians, and inverter engineers. Hydrogen requires a different breed of professional.
Key profiles that SCM must now cultivate include:
Cryogenic tanker operators certified under HAZMAT Level 2
Ammonia terminal safety supervisors
Hydrogen quality control logisticians (monitoring purity, pressure, venting)
EPC integration coordinators managing BOM delays
SCM digital analysts integrating SCADA, customs, and ERP data flows
The National Skill Development Corporation (NSDC) must now codevelop a “Hydrogen SCM Academy” with IITs, EPC firms, and logistics majors. This should offer modular certifications, with hands-on training at hydrogen hubs. Further, hydrogen OEMs must be mandated to host skillbuilding programs as a prerequisite for MNRE subsidies. A quota-based skilling requirement, embedded into PLI and SIGHT incentives, can drive faster capability development.
THE NEXT FIVE YEARS: SCM KPIS TO WATCH
Between 2025 and 2030, the entire hydrogen supply chain must scale up across five dimensions:
Project Commissioning: From <10 hydrogen projects in 2025 to over 100 by 2030. Each project requires its own dedicated SCM team, vendor base, port plan, and EPC tracker.
Electrolyser Localization: From 90% import dependence today to <40% by 2030. This implies 4–5 Indian Giga factories coming online, with robust BoP vendor ecosystems built around them.
Port and Export Readiness: From 2 planning-stage ports to 8 fully hydrogenready terminals. Requires port SCM professionals embedded in project design teams.
Cryogenic Fleet Build-Out: From 300 ISO tanks to over 5,000. Requires CAPEX support, operator training, and digital route optimization.
We need cryogenic logistics capability at scale. The current fleet of hydrogen-ready ISO containers is under 300. By 2030, over 5,000 such containers will be needed for internal movement and exports. Fleet operators must be incentivized via long-term offtake agreements and subsidized leasing models. This includes building a pool of certified drivers, HAZMAT yards, and safety inspection centers.
Workforce Scaling: From <3,000 trained hydrogen logistics professionals to 50,000+. Skill development must keep pace with project pipelines.
STRATEGIC ACTION PLAN FOR SCM LEADERS
Develop Hydrogen-Focused SEZs: Establish hydrogen clusters with inbuilt SCM zones—bonded warehousing, cryoservicing depots, rail heads, and customs offices. Locations like Jagatsinghpur (OD) and Thoothukudi (TN) are ideal.
Deploy Integrated Command Centers: Control towers must oversee EPC delivery, customs clearance, vendor ontime delivery, and inbound logistics. These should be run in partnership with 4PL providers.
Establish Hydrogen Logistics Risk Registries: Track weather disruptions, customs delays, tank failures, or skill gaps through a central registry. Convert these insights into insurance premium negotiation and contingency planning.
Implement ESG and Traceability Protocols: Hydrogen SCM must embed GHG savings, purity certifications, and route footprints in its transport documentation. Blockchain or secure cloud records will be essential for EU/JP market access.
Prepare for Global SCM Integration: Harmonize with IMO ammonia handling norms, CertifHy verification, and partner with Middle East green hydrogen exporters to build interoperable logistics corridors.
is the next frontier—a molecule that powers steel plants, shipping lines, and fertilizer hubs. But without robust, agile, and digitally integrated supply chains, hydrogen will remain a laboratory dream.
The SCM profession now sits at the heart of this revolution. From designing control towers and fleet strategies to building customs clearance engines and training cryo-handlers, supply chain leaders will define whether India becomes a hydrogen exporter or an import-dependent laggard. This decade belongs to those who can build not just infrastructure, but ecosystems. In the race to Net Zero, India must deliver clean molecules with clean movement. And that delivery will be driven by supply chain excellence.
CALL TO ACTION: IT’S TIME TO BUILD THE HYDROGEN-READY SUPPLY CHAIN
India’s vision to become a global clean energy powerhouse will not be realized through technology pilots or subsidy schemes alone. It will be built on the shoulders of a robust, agile, and futureready supply chain. One that does not simply move boxes or schedule trailers — but one that moves molecules, synchronizes multi-node EPC timelines, and ensures purity, pressure, and safety across every touchpoint.
As SCM professionals, we cannot afford to treat hydrogen as an adjacent line item to solar. Hydrogen is not just a new commodity — it’s an entirely new operating system for supply chains. And unless we build this system now, India risks losing first-mover advantage to more logistically prepared economies in the Middle East, Europe, and East Asia.
logistics standards: cryogenic routing norms, digital fleet registries, port safety protocols, and customs classifications must be unified and transparent.
Collaborate with EPC firms, port authorities, and policymakers to fasttrack the buildout of hydrogen-ready infrastructure, from rail-linked SEZs to dual-fuel export terminals.
Partner with OEMs and academia to launch a Hydrogen SCM Academy — to certify the next 50,000 professionals needed for cryo logistics, ammonia handling, control tower ops, and digital EPC orchestration.
Deploy SCM digital infrastructure — from AI-driven material planning to hydrogen traceability dashboards that meet European and Japanese import standards.
Most importantly, adopt a systemlevel mindset: solar and hydrogen are not separate lanes; they are interdependent vectors that must be co-optimized in warehousing, vendor networks, fleet planning, and EPC timelines.
The call is not just to government or to industry bodies — it is to every SCM leader, logistics partner, EPC controller, and digital planner in the country.
If we get the supply chain right, India won’t just meet its 5 MTPA hydrogen production target. It will become the blueprint nation — the one that taught the world how to scale clean energy not just by invention, but by execution.
SCM WILL SHAPE THE HYDROGEN
CENTURY
India’s clean energy roadmap cannot be built on solar alone. Green hydrogen
THIS IS THE MOMENT TO ACT.
We must:
Push for national-level hydrogen
The opportunity is here. The technology exists. What we build now will define whether we just move energy — or lead the movement.
TURNING CARBON COMPLEXITY INTO CLARITY: THE AI ADVANTAGE IN ASIA
Asia’s sustainability landscape is shifting rapidly: Singapore is tightening carbon taxes, India is mandating ESG disclosures, and global investors are demanding measurable progress. Yet many businesses still struggle with data silos, complex supply chains, and fast-changing rules. AI-powered carbon intelligence is rewriting this narrative—turning scattered emissions data into clear strategies and real impact. In this article, Pavan Sharma, CEO & Co-founder, PlanetWise Pte Ltd, explores how AI is transforming carbon management from a compliance headache into a source of competitive strength.
THE increasing stringency of climate regulations and escalating demands for transparency from investors, customers, and regulators are compelling businesses across Asia to move beyond aspirational Environmental, Social, and Governance (ESG) commitments toward delivering demonstrable, measurable impact.
This transition is especially pronounced in leading economies such as Singapore and India. Singapore has cemented its position as a regional climate leader by introducing one of the world’s first carbon taxes and mandating comprehensive climate-related financial disclosures aligned with global standards. India, meanwhile, has rolled out a national carbon market and made ESG disclosures mandatory under the BRSR Core framework, signalling a paradigm shift in corporate accountability and climate risk management. These developments reflect a broader global emphasis on climate action, underscoring the pivotal role that businesses play in driving measurable sustainability outcomes.
Both Singapore’s progressive disclosure regime and carbon tax, and India’s evolving ESG reporting landscape and nascent carbon markets, are setting new expectations for companies: it is no longer sufficient to simply make pledges—
organizations must now actively implement, monitor, and independently verify their sustainability initiatives. The pressure to demonstrate real progress is further amplified by international investors, supply chain partners, and consumers who increasingly favour companies with credible, science-based climate strategies.
Despite these advances, the effective management of emissions—particularly across complex, multi-tiered global supply chains—remains a formidable challenge for many organizations. Data fragmentation, inconsistent reporting standards, and limited visibility into Scope 3 emissions continue to impede progress.
The good news is that the convergence of Artificial Intelligence (AI) and Smart Carbon Management is ushering in a new era of actionable sustainability. AI-driven platforms are now capable of automating data collection, mapping emissions across the entire value chain, and generating audit-ready reports that align with both local and international regulatory requirements. These technologies empower businesses to measure, manage, and reduce their carbon footprint with unprecedented speed, intelligence, and precision— transforming compliance from a burden into a strategic advantage. As a
management, industrial engineering and process improvement. He has over 30 years of experience in production, quality, supply chain, sustainability and procurement functions in automotive, manufacturing, consulting and logistics companies. Pavan holds a Master of Business Administration (MBA), a Bachelor of Engineering in Industrial Engineering and holds a Post Graduate Diploma in Industrial Engineering.
result, companies across Asia are better positioned to not only meet regulatory expectations but also to unlock new value through innovation, operational efficiency, and enhanced stakeholder trust.
THE PROBLEM: COMPLEXITY, COMPLIANCE, AND CARBON RISK
Organizations across Asia are confronting an increasingly complex carbon management landscape, marked by fragmented data sources, manual
Pavan Sharma is an expert in procurement and supply chain
and error-prone reporting processes, and inconsistent emissions information from suppliers. These challenges are particularly acute for companies operating in jurisdictions with evolving regulatory frameworks.
In India, firms preparing for BRSR Core assurance are finding it especially difficult to collect and validate productlevel and supplier-level emissions data. The lack of standardized data formats and limited digital maturity among suppliers further complicate efforts to generate accurate, audit-ready disclosures. Many organizations are forced to rely on spreadsheets and manual surveys, resulting in data silos, version control issues, and limited traceability— ultimately undermining the credibility of their ESG reporting.
Meanwhile, in Singapore, the government’s ambitious carbon tax trajectory—set to reach S$80 per tonne by 2030—has significantly raised the stakes for large emitters. Companies are under mounting pressure not only to track their emissions with precision but also to identify and implement cost-effective mitigation strategies. The financial implications of carbon pricing are now material, impacting everything from operational costs to long-term competitiveness.
Beyond compliance, these challenges
introduce substantial business risks. Without robust, automated systems for carbon data collection, analysis, and reporting, organizations face the threat of non-compliance penalties, loss of access to key markets, and reputational damage. Moreover, the inability to obtain a comprehensive, real-time view of their environmental footprint hampers strategic decision-making, limits participation in carbon markets, and leaves businesses exposed to climaterelated financial risks.
As regulatory expectations and stakeholder scrutiny continue to intensify, the need for integrated, technology-enabled carbon management solutions has never been more urgent. Companies that fail to modernize their approach risk falling behind in a rapidly evolving sustainability landscape—while those that embrace automation and data intelligence will be better equipped to achieve compliance, unlock new market opportunities, and future-proof their operations against carbon risk.
THE SOLUTION: AI-POWERED CARBON INTELLIGENCE
Artificial Intelligence is revolutionizing carbon management, transforming it from a manual, resource-intensive compliance exercise into a dynamic, strategic advantage. Modern AI platforms
can seamlessly ingest and harmonize vast volumes of raw operational, procurement, and supply chain data from disparate sources. Using advanced algorithms and machine learning, these systems automatically map transactions to relevant emission categories—across Scope 1, 2, and 3—identify high-impact emission sources, and flag anomalies or data gaps for further review.
AI-driven carbon intelligence tools go beyond basic data processing. They provide real-time analytics and intuitive visualizations, empowering sustainability teams and business leaders to pinpoint emissions hotspots, benchmark performance against peers, and prioritize decarbonization initiatives with the highest ROI. By leveraging predictive analytics and scenario modelling, AI can simulate the impact of various mitigation strategies, internal carbon pricing, and regulatory changes—enabling proactive, data-driven decision-making.
Furthermore, AI automates the generation of audit-ready reports aligned with evolving global and local standards, such as IFRS S2, GRI, CDP, Singapore’s disclosure rules, and India’s BRSR Core. This not only reduces the risk of noncompliance but also frees up valuable resources for innovation and strategic planning.
Crucially, AI-powered platforms
facilitate supplier engagement and collaboration, streamlining the collection and validation of emissions data from across the value chain. Automated surveys, intelligent reminders, and builtin data quality checks ensure higher response rates and more accurate Scope 3 reporting.
In summary, AI-powered carbon intelligence transforms carbon management into a source of competitive advantage—enabling organizations to move faster, act smarter, and achieve measurable progress on their sustainability goals while staying ahead of regulatory and market expectations.
KEY AREAS WHERE AI CAN HELP IN CARBON
MANAGEMENT
Automated Mapping and Categorization of Emissions Data: AI-powered platforms streamline the conversion of complex raw purchase and operational data into categorized emission sources across Scope 1, 2, and 3. Leveraging machine learning, large emissions factor databases, and intelligent supplier matching, these systems automate and accelerate emissions accounting, delivering accurate, real-time carbon footprints while reducing manual effort and errors in GHG reporting
Supplier Engagement and Scope 3
Mitigation: AI solutions facilitate supplier onboarding, assessment, and ongoing monitoring through automated surveys, intelligent reminders, and advanced emissions estimation tools. By integrating data from across the value chain, AI enables organizations to pinpoint emissions hotspots, foster supplier participation in decarbonization initiatives, and address Scope 3 emissions more effectively. This is crucial for addressing Scope 3 emissions and fostering participation in low-carbon procurement initiatives.
AI-Driven Life Cycle Assessment (LCA) and Product Carbon Footprint (PCF):
Generative AI and predictive analytics now allow companies to rapidly generate product- and category-level carbon footprints, even when supplier data is incomplete. These systems enrich raw data, match relevant emission factors, and
visualize emissions hotspots at granular levels (ingredients, materials, processes), supporting eco-design, compliance, and transparent reporting to customers and regulators. AI can generate valuable life cycle insights at the product, category, or supplier level, which can then inform design decisions, ensure compliance, and enhance market competitiveness.
Regulatory Alignment and AuditReadiness: Modern AI-powered carbon management platforms come with embedded logic to ensure alignment with global regulatory frameworks such as IFRS S2, BRSR, GRI, CDP, CSRD, and others. AI agents continuously monitor regulatory changes, validate and standardize ESG data, maintain audit trails, and generate disclosures that meet investor and compliance expectations, reducing the risk of non-compliance and supporting audit-readiness.
Carbon Market and Tax Preparedness: AI enables organizations to model emissions exposure, simulate internal carbon pricing, and evaluate carbon credit strategies. Scenario planning tools powered by AI help companies assess the financial and operational impacts of decarbonization pathways, optimize for ROI, and prepare for future carbon taxes or trading schemes.
Advanced Monitoring and Verification: AI, combined with satellite imagery and remote sensing, is transforming carbon monitoring by providing high-resolution, real-time tracking of emissions from forests, soil, and industrial assets. These innovations support robust MRV (Measurement, Reporting, and Verification) processes, enhance transparency, and enable credible carbon credit issuance based on observed data.
System-Wide Efficiency and Decarbonization: AI optimizes energy use and resource management across power, food, and mobility sectors, potentially reducing global emissions by up to 5.4 gigatonnes of CO₂e annually by 2035. By forecasting demand, managing distributed energy resources, and improving system-level efficiency, AI supports both operational decarbonization and sustainable
economic growth.
Enhanced Decision Support and Decarbonization Road mapping: Generative and predictive AI tools forecast emissions pathways, recommend abatement strategies, and build dynamic marginal abatement cost curves. This enables organizations to shift from static sustainability planning to intelligent, data-driven roadmaps that balance regulatory compliance, climate impact, and business performance
These advancements demonstrate how AI is not only automating carbon management tasks but also embedding intelligence across the entire carbon value chain, enabling scalable, auditready, and science-aligned sustainability practices for organizations worldwide.
EMERGING ROLE OF CARBON MARKETS AND CARBON PRICING
Carbon markets and carbon pricing mechanisms are no longer niche concepts; they are fast becoming integral parts of national and international climate policy. Singapore’s carbon tax, among the earliest implemented in Asia, is designed not only to penalize emissions but also to stimulate investment in cleaner technologies. The tax is set to rise from the current S$5 per tonne to S$80 by 2030.
India, on the other hand, is on the brink of launching a national compliance carbon market under the Indian Carbon Market (ICM) framework. With the government actively piloting a marketbased mechanism and enhancing the accuracy and reliability of emission data through the Perform, Achieve and Trade (PAT) and Renewable Energy Certificate (REC) schemes, the groundwork for a functioning carbon market is well underway.
AI tools can support these market mechanisms by:
Ensuring emissions are accurately measured and verified.
Helping identify abatement strategies that are economically viable.
Enabling companies to generate high-quality carbon credits.
Supporting participation in both compliance and voluntary carbon markets.
The convergence of Artificial Intelligence (AI) and Smart Carbon Management is ushering in a new era of actionable sustainability. AI-driven platforms are now capable of automating data collection, mapping emissions across the entire value chain, and generating audit-ready reports that align with both local and international regulatory requirements. These technologies empower businesses to measure, manage, and reduce their carbon footprint with unprecedented speed, intelligence, and precision— transforming compliance from a burden into a strategic advantage.
DECARBONIZATION PATHWAYS: FROM DATA TO STRATEGY
AI-driven carbon management platforms are elevating sustainability from simple measurement to actionable strategy. These intelligent systems not only pinpoint where emissions originate across operations and supply chains, but also enable sophisticated scenario modelling to simulate the impact of various decarbonization initiatives. By factoring in variables such as cost, technical feasibility, regulatory requirements, and alignment with Science-Based Targets (SBTs), AI empowers organizations to make informed, data-driven decisions that accelerate progress toward net-zero goals.
With these advanced capabilities, businesses can:
Prioritize Investments: Identify and rank opportunities across energy efficiency, process improvements, and renewable energy adoption based on potential emissions reduction, ROI, and alignment with regulatory incentives.
Optimize Supply Chains: Evaluate the impact of transitioning to lower-carbon suppliers, redesigning logistics networks, and adopting circular economy practices to reduce Scope 3 emissions.
Strategically Deploy Carbon Offsets: Determine the optimal mix and timing of carbon offset purchases versus direct abatement, ensuring cost-effectiveness while maintaining compliance with evolving standards.
Model Regulatory and Market Scenarios: Simulate the financial and operational implications of carbon taxes,
emissions trading schemes, and shifting stakeholder expectations to inform longterm strategy.
Track Progress and CourseCorrect: Continuously monitor real-world performance against decarbonization roadmaps, leveraging AI to flag deviations and recommend corrective actions in real time.
By transforming complex emissions data into actionable insights and strategic roadmaps, AI-driven platforms help organizations move beyond compliance—unlocking new value, building resilience, and positioning themselves as leaders in the transition to a low-carbon economy.
LOCAL RELEVANCE, GLOBAL ALIGNMENT
Despite differences in market maturity and regulatory frameworks, both India and Singapore are rapidly converging with global sustainability standards. Singapore has taken a leadership role in the region, with its listing rules now mandating climate-related disclosures aligned with the Task Force on Climate-related Financial Disclosures (TCFD) and its Sustainable Finance Action Plan fostering green innovation and investment. India, meanwhile, is strengthening its ESG landscape by aligning with the Global Reporting Initiative (GRI), adopting the International Finance Corporation’s (IFC) Performance Standards, and preparing for upcoming convergence with IFRS S2—demonstrating its commitment to integrating with global value chains and attracting international capital.
In this evolving regulatory and market context, AI-powered carbon
management platforms are becoming indispensable for companies operating in both countries. These intelligent solutions enable organizations to:
Meet Domestic and
International Disclosure Requirements: Streamline compliance with local mandates such as Singapore’s SGX climate disclosures and India’s BRSR Core, while automatically mapping data to international frameworks like TCFD, GRI, and IFRS S2.
Benchmark Sustainability Performance: Leverage real-time analytics and peer comparisons to evaluate progress, identify gaps, and set ambitious, science-based targets in line with global best practices.
Support Green Financing and ESG Ratings: Provide robust, audit-ready data and transparent reporting that enhance eligibility for green bonds, sustainable finance, and improve ESG scores—unlocking access to new pools of capital and investor confidence.
Enable Global Supply Chain
Integration: Facilitate seamless data sharing and emissions tracking across borders, supporting multinational customers and partners in meeting their own sustainability commitments.
By harnessing AI, companies in India and Singapore can confidently navigate the complexities of local compliance while positioning themselves as credible, competitive players on the global sustainability stage.
Staying Relevant:
Lessons in Adaptability and Team Building
In supply chain, real success is built on more than processes—it’s shaped by people and perspective. In this edition of Rendezvous with the Supply Chain Leaders, Shailendra Bobhate, Senior Advisor, KPMG Assurance and Consulting India, reflects on lessons from decades of experience: building demand-driven networks, leading integration projects, and balancing operational priorities with team development. His insights underscore why adaptability, calm thinking, and continuous learning remain at the core of resilient leadership.
What has been your passion project till date?
Looking back at my career spanning over three decades, I feel fortunate to have worked on several projects that became true milestones for me—each shaping me as a professional and as a person.
The first project that stands out was almost 30 years ago, when the term “supply chain” itself was relatively new to India. Setting up a demand-driven supply chain from scratch was an exciting challenge because there was little reference or precedent. We had to build processes, educate teams, and change mindsets—all at once.
The second major project came as part of a merger and acquisition (M&A). Here, the challenge was very different: rather than building something new, it was about integrating and rationalising existing supply chains into one cohesive system. This involved understanding different cultures, legacy processes, and bridging gaps, which was both complex and immensely rewarding.
The third project was on a larger scale but somewhat similar to the second—another M&A integration. This time, however, I could apply the hard-earned lessons from the earlier integration, which helped me navigate the complexity with more confidence. These three projects, each unique in its way, are closest to my heart because they reflect growth, adaptability, and learning.
How do you unwind yourself after a tough day at work?
One of my favourite ways to relax is by listening to old romantic songs—melodies that I’ve loved for years. There’s something deeply calming about familiar tunes and heartfelt lyrics; they take me back to moments and memories that instantly put me at ease.
On other days, I prefer to watch a light-hearted comedy show on TV. No matter how serious or stressful the day has
been, a good laugh has its own unique way of dissolving tension. It helps me regain perspective and reminds me not to carry the weight of the day into the evening.
How do you manage the pressures and challenges that come with the job?
Over the years, I’ve realised that no matter how tough things get, panicking never helps. My guiding principle has been: “Never panic, come what may.” When faced with problems, I consciously take a step back, breathe, and reflect on possible solutions rather than reacting immediately. Alongside this mindset, practical approaches like careful planning, setting clear priorities, and delegating effectively—while keeping an eye on progress—are crucial. Trusting your team and maintaining open communication channels also helps to diffuse pressure and keep everyone focused on solutions rather than setbacks.
What’s your success mantra?
In my view, real and lasting success is rarely the product of individual brilliance alone. It is, fundamentally, about people— how you bring them together, inspire them, and help them grow. Over the years, I’ve learned that investing time and effort in building cohesive, motivated teams pays off far more than any individual effort could.
When team members feel valued, empowered, and trusted, they don’t just perform—they innovate, collaborate, and often exceed expectations. They become stakeholders in shared success rather than mere contributors.
Equally important, this process of nurturing talent ensures that organisations don’t just meet today’s goals, but are also future-ready, with leaders emerging organically from within. To me, this is the most sustainable and fulfilling path to success: investing in people so they thrive—and in turn, help the organisation thrive.
What’s your leadership style?
I believe effective leadership lies in striking the right balance between being task-focused and people-focused. Delivering on targets and ensuring operational excellence is non-negotiable— but equally important is how you engage with your team, understand their aspirations, and create an environment where they feel supported and heard.
Early in my career, I attended the Managerial Grid workshop, which left a lasting impact on how I viewed leadership. It helped me see that you don’t have to choose between achieving results and caring for your team—you need to do both. Since then, I’ve consciously practiced this balance: being approachable and empathetic, while maintaining clarity about goals and accountability.
Leadership, in my experience, isn’t about authority; it’s about influence—guiding a team to work not because they have to, but because they want to.
One tip to survive & sustain in unforeseen situations…
The world of supply chain is in a constant state of evolution, influenced by emerging technologies, shifting consumer expectations, and global disruptions that can appear overnight. My advice to the next generation is simple yet powerful: never
stop learning.
Stay curious and proactive about new trends—whether it’s AI, sustainability practices, digital platforms, or risk management strategies. The willingness to continuously upskill, question old ways of working, and adapt to new realities is what will keep you relevant and resilient.
Remember, it’s not the most experienced or the smartest alone who thrive—it’s those who keep an open mind and embrace change as an opportunity rather than a threat.
A book that has helped you at work…
One book that has truly shaped my professional journey is Managerial Grid. What resonated most with me was how it presented leadership as a thoughtful balance between two critical dimensions: concern for people and concern for production. Early in my career, I often found myself leaning too heavily in one direction—either being too task-focused or, at times, overly accommodating. The Managerial Grid helped me understand that sustainable success requires leaders to consciously balance these aspects: to care for their team’s well-being and growth while staying firmly committed to delivering results.
A movie you can watch any time…
For me, movies like Hera Pheri and Bhool Bhulaiyaa have a timeless charm. No matter how often I watch them, they never fail to lift my spirits. There’s something about the clever humour, memorable dialogues, and light-hearted storytelling that makes them perfect stress-busters. After a demanding day, revisiting these classics is almost like catching up with old friends—they remind me not to take life too seriously and to always find space for laughter.
What is the best and worst advice you have received?
The best advice came early in my career, from the HR head of the company where I had my first job. He told me: “Never run after money in your formative years; focus on learning, and money will chase you.” This advice guided my choices and helped me focus on growth, not short-term gains.
I can’t pinpoint a single piece of ‘Worst Advice’, but over the years, I’ve learned to be careful of suggestions that emphasise shortcuts or quick wins over long-term value—they rarely end well.
What’s the best way to build a high-performing team?
At the heart of every high-performing team is trust and empowerment. I believe in giving people enough elbow room to make decisions and even mistakes—without the fear of reprimand. Mistakes are part of learning. Recognising and appreciating good work is equally important, as it keeps the team motivated.
Finally, focusing on their growth—providing opportunities to learn new skills and take on new responsibilities—helps the team stay engaged, ambitious, and ready for future challenges.
Email: tech@celerityin.com | Mobile: 79771 05913 Website: www.supplychaintribe.com www.supplychaintribe.events