From Complexity to Clarity: Harnessing RealTime Visibility to Redefine Supply Chain Strategy
INTERVIEWS
Milind Tailor, Global Head –Resale Products & Services Procurement, Diebold Nixdorf Inc.
Reeja Sujoy — Vice President, Global Supply Chain, Black Box India Ltd — An Essar Enterprise
Unlock the Hidden Potential of Supply Chains to Drive Growth, Innovation, and Strategic Advantage
Dear Readers,
The role of the supply chain has evolved far beyond cost efficiency and operational support— it is now a critical driver of revenue, customer experience, and competitive advantage. Our Cover Story explores how visionary organizations are transforming their supply chains into strategic growth engines , aligning logistics, procurement, and delivery with broader business objectives.
In our Leadership feature, Milind Tailor , shares his compelling perspective on how operational excellence is a continuous orchestration of people, processes, and priorities —not a one-time achievement.
With Capt Tapas Majumdar we also spotlight the dynamic world of ESG regulations , examining how the global landscape is evolving, what challenges lie ahead, and how businesses can adapt to stay compliant and competitive.
Another key focus this month is the power of real-time visibility . Our experts explain how leveraging visibility tools helps organizations move from complexity to clarity, enhancing strategic decision-making and responsiveness.
Finally, we proudly continue to amplify voices that matter. Reeja Sujoy , a leading woman in supply chain shares how inclusivity is actively driving women forward in the field—a shift we deeply value and celebrate.
We would also like to extend an invitation to all our readers to join us for two Back-to-Back Power-Packed Events. More information on www. supplychaintribe.events
1. The 7th Celerity Supply Chain Tribe Conference & Awards on August 06 in Mumbai
2. Thriving with Green – The 2nd Celerity Conference on Sustainability on August 07 in Mumbai
Happy Reading!
Charulata Bansal Publisher Charulata.bansal@celerityin.com
www.supplychaintribe.com
Published by: Charulata Bansal on behalf of Celerity India Marketing Services
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
Supply chains have long been seen as operational necessities, focused primarily on efficiency, cost reduction, and fulfillment. However, in today’s rapidly evolving business landscape, this traditional perspective is no longer enough. Forward-thinking companies are now redefining supply chains as powerful engines of revenue growth, customer satisfaction, and competitive differentiation. Rather than merely supporting business functions, modern supply chains are becoming key drivers of profitability and market expansion. This Cover Story explores how companies are transforming their supply chains into strategic assets, leveraging innovation, sustainability, and collaboration to drive long-term business growth.
From Grit to Growth: Orchestrating Resilient Procurement with a Customer-First Lens
Milind Tailor, Global Head – Resale Products & Services Procurement, Diebold Nixdorf Inc., highlights that operational excellence is not a static badge of Honor, it’s about orchestrating people, processes, and priorities to deliver consistent value at scale.
Redefining the Rules: Inclusivity Driving Women Forward in Supply Chain
Reeja Sujoy — Vice President, Global Supply Chain, Black Box India Ltd — An Essar Enterprise, asserts that organizations must go beyond policies and actively foster a culture where women feel encouraged to grow, take on leadership roles, and contribute meaningfully without limitations.
ESG on the Move: Tracking the Shifting Global Rulebook
Capt Tapas Majumdar, MD & CEO at Niche99 and Independent Director at Mcon, delves into the evolution of ESG regulations globally, examines the current regulatory landscape, and discusses the challenges and future directions in this dynamic field.
From Complexity to Clarity: Harnessing Real-Time Visibility to Redefine Supply Chain Strategy
Leading experts share their perspectives on how organizations can harness real-time insights to drive agility, resilience, and end-to-end transparency. Through candid Q&A session, they reveal the technologies, mindsets, and frameworks that are reshaping the future of supply chain management—one visible link at a time.
“Operational excellence is not a static badge of Honor, it’s about orchestrating people, processes, and priorities to deliver consistent value at scale. It starts with the customer. Because if it doesn’t create value at the end of the chain, it’s just wasted motion. Every SKU we stock, every shipment we send, every process we streamline—it all must connect back to delivering a better experience,” emphasizes Milind Tailor, Global Head – Resale Products & Services Procurement, Diebold Nixdorf Inc., during this exclusive interview…
You’ve led procurement operations across global markets. What initially drew you to the world of procurement and supply chain management?
Unlike many who land in supply chain & procurement by chance, I chose this path by design. During my engineering days, I apprenticed at an electronics manufacturing plant—eager to apply what I’d learned in the classroom. One day, the entire production line suddenly stopped. No machine failure. No technical fault. Just one missing component—and the ripple effect was immediate: missed deadlines, mounting financial losses, disgruntled customers and growing frustration across teams. That moment hit me hard. Not because of the disruption itself, but because of how fragile the whole system was. And how critical the supply chain was to the business—yet so invisible until it failed.
It was my Eureka moment. While finance, marketing, and strategy got the spotlight, I realized operations and supply chain were the hidden powerhouses— quietly holding the business together. I didn’t want to be on the sidelines, reacting to breakdowns. I wanted to be
on the front foot—designing smarter, faster, more resilient systems. That’s what pushed me to pursue a full-time Master’s in Operations & Supply Chain, to build the expertise not just to manage complexity, but to simplify and transform it. And that’s what supply chain & procurement became for me: a space where strategy meets execution, where small decisions create massive ripple effects, and where real impact is measured not in theory— but in outcomes.
That early exposure to inefficiency lit a spark. The obsession to fix things— not just technically, but commercially, sustainably, and strategically—that’s what continues to drive me.
At Diebold Nixdorf, you’re overseeing a global spend across more than 50 countries. What does it take to lead at that scale, and how do you stay ahead of constant change?
Leading at a global scale demands more than strategy—it requires cultural fluency, emotional intelligence, and a deep respect for local nuance. One of the most important leadership principles I follow is very simple: Think Global, Act
Milind Tailor is a dynamic global supply chain and procurement leader with over 20 years of experience in the Hi-Tech, Consumer Goods, and Logistics sectors. His collaborative leadership style fosters agile, high-performing teams, demonstrated during the successful post-merger integration of Diebold and Wincor and his pivotal role in maintaining stability during Diebold Nixdorf’s Chapter 11 restructuring. Managing a global procurement spend of over $800 million across 50+ countries, Milind consistently delivers results through strategic sourcing, risk mitigation, and operational efficiency. He holds a Master’s in Management Studies and is an active thought leader in the industry.
Local. You can build a global vision, but its success lies in in how well it’s adapted to on-the-ground realities. What works in São Paulo may not land the same in Singapore.
To bridge that gap, I’ve focused on building teams that are aligned to the global vision but operate with the agility of local startups. The goal is to create empowered, responsive, culturally aware teams that can anticipate change and act on it quickly—without waiting for instructions from HQ. We align on purpose and priorities, but we execute with flexibility. Cultural intelligence plays a central role in this. There’s no single leadership style that works everywhere. You need to appreciate the subtleties—how decisions are made, how trust is built, how feedback is given. That kind of awareness doesn’t show up on dashboards, but it determines whether you succeed or fail as a leader.
Ruthless prioritization is another critical enabler. In a world flooded with noise, I focus on what truly moves the needle—whether that’s reshaping supplier strategies, driving sustainability, or fast-tracking digitization. Everything else is a distraction. But perhaps most importantly, I believe in inclusive leadership grounded in empathy, curiosity, and trust. People don’t follow titles—they follow leaders who listen, understand, and empower. Staying openminded, asking better questions, and genuinely valuing diverse perspectives isn’t just good leadership—it’s how we future-proof our organizations.
The more I lead, the more I realize: the job isn’t to have all the answers, it’s to create environments where the best ideas can rise—no matter where they come from.
You’ve spoken about shifting procurement from a transactional role to a strategic one. Can you share a pivotal moment where you saw that transformation take place?
I’ll be candid—there is no single ‘Aha’ moment where procurement flips from transactional to strategic. It’s not an overnight transformation—it’s a series of tough calls, alignment meetings, and small wins that add up. And, it begins
I’ve focused on building teams that are aligned to the global vision but operate with the agility of local startups. The goal is to create empowered, responsive, culturally aware teams that can anticipate change and act on it quickly—without waiting for instructions from HQ. We align on purpose and priorities, but we execute with flexibility. Cultural intelligence plays a central role in this. There’s no single leadership style that works everywhere. You need to appreciate the subtleties—how decisions are made, how trust is built, how feedback is given. That kind of awareness doesn’t show up on dashboards, but it determines whether you succeed or fail as a leader.
with brutal honesty: where are we today, and where do we need to be?
The path to strategic procurement starts with understanding that ‘Strategic Value’ isn’t a one-size-fits-all concept. It means different things depending on your industry, your company’s maturity, leadership ambitions and the business’s immediate goals. For some, it’s driving cost leadership. For others, it’s enabling innovation, speeding up go-to-market, building resilience, or delivering ESG outcomes. The first step is defining what value means for your organization, and aligning with leadership on what procurement must deliver to support that.
From there, it’s about mindset, capability, and culture. You need to recast procurement’s role—from compliance gatekeeper to value architect. That means upgrading team skills, investing in digital tools, and helping internal stakeholders see procurement as a true partner—not a bottleneck.
It’s never easy. There’s resistance, inertia, and legacy thinking to overcome. But as the organization starts turning to procurement for insight, foresight, and even innovation—you realize the shift is taking root. And how do you know you’ve made that leap? Take your pick: When business leaders stop asking, “Can you get this cheaper?” and start asking, “What’s your view on how we solve this?”
When procurement isn’t just invited to the table—it’s helping set the agenda.
When the team isn’t just reacting to business needs—they’re influencing outcomes.
When procurement isn’t following strategy—it’s co-creating it.
That’s when you know: the role has changed, and there’s no going back.
What are the key ingredients for successfully leading business transformation across global supply chains?
The biggest myth in transformation is that it starts with strategy. In reality, it starts with self-awareness—knowing what’s broken, what’s holding you back, and what’s actually possible. From there, it’s about relentless, practical execution. Let’s not sugar-coat it—transforming global supply chains is messy. It’s less about sweeping initiatives and more about getting people aligned, solving real problems, and staying consistent under pressure. Here’s what actually works:
Start with the business problem, not the supply chain: Don’t lead with jargon or systems. Lead with impact. Are we trying to reduce cost? Improve speed? Build resilience? If your supply chain transformation doesn’t solve a real business problem,
it won’t survive budget season.
Define success—for your company, not a textbook: There’s no one-size-fits-all. Transformation looks different depending on your maturity, market, and leadership ambition. What matters is aligning early with leadership on what “value” means—and what procurement and supply chain must deliver to get there.
Build the right team—and give them cover: You need a team that blends operational know-how with a challenger mindset. Then? Back them up. Transformation creates friction. Your job is to shield progress, unblock resistance, and keep belief high.
Respect local realities: What plays well in one region may bomb in another. The best global transformations succeed because they listen to the field. Cultural intelligence, local empowerment, and flexible execution are nonnegotiables.
Execute with agility—don’t wait for perfect: This is where my philosophy comes in:
Think Big, Start Small, Fail Fast.
Set a bold vision. Pilot it in a controlled space. Learn quickly, adapt, and scale what works. Waiting for perfect data, perfect systems, or perfect conditions? That’s how momentum dies.
Transformation is 20% strategy, 80% follow-through. The real transformation happens when supply chain leaders stop talking about change—and start delivering it, visibly and repeatedly.
You emphasize building collaborative supplier relationships. What does a true “partnership” look like in practice, especially under pressure?
When times are good, partnerships are easy. But when the pressure mounts— cost challenges, market shocks, or
financial headwinds—that’s when the true nature of the relationship is revealed. I got a firsthand experience of this during Diebold Nixdorf’s Chapter 11 restructuring. It was one of the most commercially intense periods of my career—and also one of the most eyeopening. Some suppliers pulled back or went silent. But the ones who leaned in? That’s where I saw what true partnership really looks like. Here’s what stood out:
Radical transparency: The best partners didn’t wait to be asked. They proactively flagged risks, shared challenges, and worked toward solutions. No spin. No surprises. Just straight talk.
Shared values and a long-term view: When short-term conditions were tough, these partners stayed grounded in shared philosophy. They saw beyond the headlines and believed in the team and the turnaround.
Mutual respect and real dialogue: It wasn’t about pushing for leverage—it was about problemsolving together. That respect went both ways, and it changed how we worked.
Outcome-driven execution: Rather than getting stuck in commercials, the focus stayed on keeping things moving—serving customers, meeting deadlines, protecting delivery.
Flexibility over fine print: Contracts are written in stable times—but true partnerships flex when reality shifts. The partners that adjusted with us earned more than respect—they earned a future with us.
Shared risk and shared belief: This was the ultimate test. Those who continued to collaborate, support, and share the risk proved they weren’t in it for the quick wins—they were in it for the long haul.
True partnerships aren’t forged in boardrooms—they’re forged in
pressure. Not when everything is perfect, but when everything is at stake—and you show up anyway. That’s the kind of relationship that outlasts any crisis. And it’s the one worth building every time.
Is there an example from your career where a strong supplier relationship created unexpected value or innovation?
We hit a period of intense financial headwinds—where continuity was uncertain, and trust became the most valuable currency in the supply chain. In the middle of that storm, one supplier relationship stood tall. This particular partnership had been going strong for over 45 years—so long, in fact, I often joked it had been around longer than I have. But when the pressure mounted, that history paid off.
Instead of retreating or tightening terms, they leaned in. Not only did they continue to support us operationally, they proactively brought ideas to the table— cost levers, process improvements, and efficiencies we hadn’t considered before. They didn’t wait for instructions. They weren’t reacting—they were co-solving. They acted like a true extension of our team. That’s when you realize: real partnership isn’t about better pricing. It’s about shared stakes, mutual respect, and showing up when it’s easier to walk away. The unexpected value?
We didn’t just preserve continuity— we advanced efficiency. That experience reminded me: real partnership isn’t about better pricing or risk mitigations. It’s about shared stakes, mutual respect, and showing up when it’s easier to walk away.
When the relationship is built on trust, pressure doesn’t break it—it reveals its strength.
You’ve worked with complex supply networks, including thousands of SKUs and largescale warehousing. What does operational excellence look like in that environment?
Operational excellence is not a static badge of Honor, it’s about orchestrating people, processes, and priorities to deliver consistent value at scale. It starts
The biggest myth in transformation is that it starts with strategy. In reality, it starts with self-awareness—knowing what’s broken, what’s holding you back, and what’s actually possible. From there, it’s about relentless, practical execution. Let’s not sugar-coat it—transforming global supply chains is messy. It’s less about sweeping initiatives and more about getting people aligned, solving real problems, and staying consistent under pressure.
with the customer. Because if it doesn’t create value at the end of the chain, it’s just wasted motion. Every SKU we stock, every shipment we send, every process we streamline—it all must connect back to delivering a better experience.
Then, it’s about people. In one of my previous roles, we managed over 10,000 SKUs across multiple global warehouses. The turning point came not from new tech—but from engaging warehouse teams and supply leaders to redesign the pick-pack-ship flow. We mapped pain points, simplified layouts, and retrained teams on process ownership. Productivity jumped double digits—not because we pushed harder, but because we aligned better.
Then comes the discipline: process excellence. Lean inventory, right-firsttime execution, optimized replenishment cycles—all of it matters. But excellence isn’t about squeezing every second out of a process. It’s about knowing what to standardize, what to automate, and what to humanize. Above all, operational excellence is not a destination—it’s a mindset. A culture of continuous improvement where success is measured not just by KPIs, but by how consistently you can deliver value to the customer and impact the bottom line.
When you align customer focus, engaged people, and disciplined processes—you don’t just move products, you move the business forward.
How do you balance efficiency with resilience, especially in today’s volatile global landscape? Let’s get one thing straight—it’s no longer efficiency versus resilience. Today’s supply chains demand both, without compromise. Resilience, to me, is about having options—backup sources, flexible logistics, alternate playbooks—ready
when you need them. And Efficiency is choosing the best option and executing with precision when the moment calls for it. You can achieve both by anchoring your strategy on three levers:
Design for optionality – Don’t build a supply chain that’s too lean to flex. Multiple sources, nearshore partnerships, and variable capacity are your shock absorbers.
Digitize for agility – Visibility is power. When disruption hits, you don’t need heroics—you need information. We’ve used digital control towers and AI-powered analytics to identify bottlenecks and reroute before the problem reached the customer.
Standardize what you can, customize what you must – We streamlined core warehousing and fulfillment processes globally, creating efficiency at scale. That gave us the breathing room to handle exceptions and regional volatility without breaking stride.
Let me give you a real example. When the Trump administration-imposed tariffs on Chinese imports, the ripple effect was immediate—heavy tariffs slapped onto input costs overnight. For many companies, that meant margin erosion, last-minute supplier hunts, and costly firefighting. Because we had built alternate sourcing strategies in Southeast Asia and parts of Eastern Europe well in advance—not as a reaction, but as a resilience strategy—we were able to shift volume quickly. We avoided millions in unplanned cost, preserved product availability, and maintained pricing without passing increases to customers. The cost of inaction in that moment? For others—supply disruptions, missed
deliveries, loss of competitiveness, margin erosion, business loss. For us—it was a proof point that resilience isn’t a theoretical concept. It’s a hard financial asset. Later, during our financial restructuring, we used the same playbook—tighten what you can, but keep your options open. That balance helped us maintain service continuity and uncover unexpected cost-saving levers.
Efficiency keeps you sharp. Resilience keeps you standing. The future belongs to supply chains that master both.
How is sustainability shaping your procurement strategies today?
Are you seeing a mindset shift across suppliers?
Sustainability is no longer a nice-tohave—it’s a defining pillar of modern procurement. In my framework of the 4 P’s of Procurement—Purpose, People, Planet, and Performance— Planet now demands equal weight in how we define value, assess risk, and shape partnerships. It’s no longer enough to ask if we should prioritize sustainability. The real question is: how fast can we embed it into everything we do—especially through our suppliers?
From a supplier perspective, I’m seeing a real mindset shift. The most progressive partners aren’t waiting for mandates—they’re coming forward with ideas, solutions, and a genuine willingness to co-own the sustainability agenda. What was once a top-down expectation is becoming a shared mission.
One example stands out. We were working with a long-term logistics partner on a cost and service optimization project. During one of our regular reviews, they proactively proposed a shift from traditional packaging to modular, returnable packaging for service parts distribution. At first glance, it seemed like
When the Trump administration-imposed tariffs on Chinese imports, the ripple effect was immediate—heavy tariffs slapped onto input costs overnight. For many companies, that meant margin erosion, last-minute supplier hunts, and costly firefighting. Because we had built alternate sourcing strategies in Southeast Asia and parts of Eastern Europe well in advance—not as a reaction, but as a resilience strategy—we were able to shift volume quickly. We avoided millions in unplanned cost, preserved product availability, and maintained pricing without passing increases to customers.
a marginal operational tweak. But after deeper analysis, we realized this change could significantly reduce cardboard waste, shrink our carbon footprint across multiple regions, and deliver measurable savings in reverse logistics.
The best part? It wasn’t something we asked for—it was something they brought to the table, because they saw the long-term value—not just the shortterm cost. That’s the shift. Sustainability is no longer a compliance exercise—it’s becoming a platform for innovation and value creation. And it’s redefining how we view supplier performance.
Planet can’t be just a procurement pillar—it must be a shared platform. And the suppliers who embrace that are becoming true partners in shaping the future, not just fulfilling the contract.
What procurement innovations or trends do you believe will define the next decade?
The next decade will be nothing short of transformational for procurement. We’re moving from a world of reactive approach to proactive value orchestration—and that shift will be shaped by trends, all anchored in my belief in the Four Ps of Procurement: Purpose, People, Planet, and Performance.
Generative AI & the Era of HuMaC: Generative AI will be a game-changer—not as a replacement for procurement professionals, but as a force multiplier. We’re entering the era of HuMaC: Human creativity amplified by Machine precision. AI will take over transactional tasks like PO processing and invoice matching, while procurement professionals will
focus on strategic decisions, supplier collaboration, and ethical oversight. The real value will come from how we integrate human judgment with AI-driven insight.
From Firefighting to Foresight: Procurement will shift from reacting to crises to anticipating and preventing them. With predictive analytics, digital twins, and realtime risk modelling, we’ll move from “what went wrong” to “what might go wrong—and what can we do now?”. This proactive stance will define highperforming supply chains.
Procurement as ESG Architects: The Planet pillar is taking center stage. Procurement will lead the charge on sustainable sourcing, circular economy models, and supplier decarbonization. Scope 3 emissions will become a board-level priority—and procurement will be the one holding the blueprint.
Supplier Co-Innovation & Ecosystem Thinking: The old supplier-buyer dynamic is dead. We’re entering an age of ecosystem collaboration—where suppliers become co-creators of value. Innovation will be sourced, not just developed. Procurement will broker ideas, not just contracts.
Talent Transformation & Digital Fluency: The skill set of the future will be radically different. Procurement professionals will need to be digitally fluent, data-literate, and influence-savvy. Orchestration, change leadership, and storytelling with data will matter more than
ever. The ones who succeed won’t just execute—they’ll lead.
The next decade belongs to procurement teams that master the art of orchestration—aligning people, platforms, partners, and purpose to unlock true enterprise value.
What leadership principles guide your work, especially when aligning global teams and stakeholders?
Building alignment across borders isn’t about enforcing uniformity—it’s about cultivating unity through shared purpose. My approach centres around five interwoven principles that support global cohesion while honouring local authenticity:
Purpose-Led Clarity: The foundation of alignment is a clear, compelling “why.” Whether we’re navigating a merger, launching ESG initiatives, or reengineering supply chains, I start by aligning teams on the impact we’re driving—not just the KPIs we’re chasing. When the purpose resonates, execution follows naturally.
Empowered Execution with Guardrails: Global teams don’t need micromanagement—they need autonomy with clarity. I set broad direction, establish outcome-based metrics, and then step back, allowing regional teams to tailor execution to their markets. This balances agility with accountability.
Inclusive Communication & Feedback Loops: Across 50+ countries, I’ve learned that alignment thrives on transparent, two-way
communication. I encourage open dialogue—both top-down and bottom-up—so that local realities shape strategy, and not just the other way around.
Cultural Intelligence as a Leadership Lever: Beyond technical skill, I’ve developed a keen sense of how decisions are made, trust is built, and leadership is received in diverse markets—from India and South Africa to Latin America and Southeast Asia to North America. Understanding these nuances allows me to build trust faster, and lead with authenticity.
Resilience and Adaptive Leadership: Especially during volatile times—like financial restructuring or global supply chain disruptions—my leadership style shifts from directive to collaborative. I stay calm under pressure, enable quick pivots, and model the resilience I expect from my teams.
Ultimately, alignment isn’t about sameness—it’s about synergy. When people feel seen, trusted, and connected to a larger mission, they deliver extraordinary results
What advice would you give to emerging leaders who want to make an impact in procurement and supply chain?
As I mentioned initially, I’m in supply chain & procurement by design—not by accident. And that makes all the difference. Too often, people ‘end up’ in procurement. I chose it—because I saw the potential to drive real impact. And I’ve never regretted that choice. Procurement sits at the intersection of strategy, risk, innovation, cost, and sustainability. Few functions offer that kind of reach—or responsibility.
Unlike many functions that operate in siloes, procurement is connected to everything that matters—cost, risk, sustainability, innovation, resilience. It’s one of the few careers where you can literally see the result of your actions: a product launched faster, a supply chain crisis averted, a sustainability goal achieved, or a multimillion-dollar
saving unlocked. That level of impact? It’s addictive. Over the years, what I’ve learned is this: no two days are the same—but every day is an opportunity to create value. For emerging leaders, here’s what I’d say:
Be curious. Procurement rewards those who ask “why not?” more than “what’s next?”
Learn the business, not just the function. The best procurement leaders think like general managers.
Build relationships, not just contracts. Your influence will often matter more than your authority.
Speak the language of value. Move the conversation beyond savings— talk outcomes.
Lead with purpose. Procurement today can strengthen businesses and make economies more sustainable and inclusive.
If you’re looking for a profession that challenges you, grows you, and lets you leave a legacy—procurement isn’t just worth considering. It’s worth committing to.
Outside of work, what keeps you inspired—any books, podcasts, or personal routines that have influenced your journey?
For me, inspiration comes from a few different places—some grounded, some reflective, and some deeply personal.
First and foremost, family is my anchor. I find a lot of joy (and patience!) in spending time with my family— especially my son coaching him in his cricket. This year, with his GCSEs coming up, I’ve taken on the role of part-time teacher too. It’s been humbling and deeply rewarding. Let’s just say, procurement negotiations feel easy compared to teenage exam prep!
Another big driver is my mission to elevate the profile of procurement. Outside work, I spend a fair amount of time mentoring, speaking, and writing about procurement—not because it’s my job, but because I genuinely believe we need to shift how the world sees
our function. It’s no longer just about savings—it’s about impact. And the more people who understand that, the stronger our profession becomes. Raising that awareness keeps me going.
Lately, I’ve been drawn toward spiritual learning—books, talks, and reflections that offer a deeper understanding of self and purpose. It’s helped bring clarity in complexity, and perspective during pressure. And of course, I’m endlessly fascinated by technology. Right now, I’m deep-diving into all things AI—not just what it is, but what it means. I’m constantly learning, unlearning, and relearning how AI can transform our function, our roles, and our thinking.
Whether it’s guiding my son through a cover drive, decoding AI trends, or redefining procurement’s brand— what keeps me inspired is the pursuit of progress. Personal, Professional, and Purposeful.
And finally, what’s next for you—any areas of innovation or leadership that you’re particularly excited to explore?
As I look ahead, my focus is clear: to scale impact—with purpose. I want to deepen the influence of procurement across my 4 P’s—Purpose, People, Planet, and Performance—and help evolve the function into what it’s truly capable of becoming: the Chief Value Office of the enterprise. Whether it’s building Human + Machine (HuMaC) models that redefine decision-making, mentoring future-ready procurement leaders, or championing the function as a career of choice, I’m driven by the belief that procurement’s best days are still ahead. And beyond the function, I’m equally passionate about bringing that same mindset to the boardroom—serving as a Non-Executive Director, where I can offer an operational and value chain perspective that’s never been more critical to business resilience and growth.
Procurement’s evolution is far from over—its most impactful chapter is just beginning. The real transformation starts now!
Supply chains have long been seen as operational necessities, focused primarily on efficiency, cost reduction, and fulfilment. However, in today’s rapidly evolving business landscape, this traditional perspective is no longer enough. Forward-thinking companies are now redefining supply chains as powerful engines of revenue growth, customer satisfaction, and competitive differentiation. Rather than merely supporting business functions, modern supply chains are becoming key drivers of profitability and market expansion. By prioritizing customer-centricity, leveraging advanced technologies, and embracing sustainability, businesses are unlocking new opportunities to generate revenue while enhancing operational resilience. This transformation requires a shift in mindset—moving beyond the idea of supply chains as costsaving mechanisms to recognizing them as strategic assets that fuel long-term business success. This Cover Story explores how companies are transforming their supply chains into strategic assets, leveraging innovation, sustainability, and collaboration to drive long-term business growth.
IN today’s competitive business environment, supply chains are no longer viewed merely as operational functions focused on cost control and efficiency. Instead, they have emerged as powerful strategic levers that influence a company’s ability to generate revenue, enhance customer satisfaction, and achieve long-term growth. Forward-thinking organizations are now embedding supply chain strategy at the heart of their business models, recognizing its pivotal role in driving agility, market responsiveness, and brand differentiation.
Companies like Amazon and Zara exemplify this shift. Amazon’s customer-centric supply chain model— with its expansive fulfilment network and sophisticated logistics—has set new standards in delivery speed and reliability. This operational excellence is not just about efficiency; it’s a strategic asset that directly fuels customer loyalty and repeat business. Similarly, Zara’s vertically integrated supply chain enables the brand to move from design to store shelves in a matter of weeks. This agility allows Zara to stay ahead of fashion trends and consumer preferences, driving both customer satisfaction and sales.
At the core of this transformation is the idea that a well-aligned supply chain can be a catalyst for growth. By integrating supply chain operations with strategic business goals, companies are able to respond more quickly to market changes, optimize product availability, and streamline decision-making. This
alignment enhances coordination across functions such as marketing, procurement, and sales, leading to more informed planning and execution.
Resilience, too, is a key component. In an era marked by volatility—from pandemics to geopolitical disruptions— businesses that build resilient, flexible supply chains are better equipped to maintain service levels, protect margins, and seize emerging opportunities. Flexibility in sourcing, real-time inventory management, and agile distribution models are no longer optional—they are competitive necessities.
Our experts offer their valued insights on how companies can unlock this strategic potential. Their perspectives— rooted in industry experience and forward-looking analysis—are featured in an exclusive Q&A format designed to guide business leaders in leveraging their supply chains as engines of innovation and growth. From enhancing responsiveness to building structural resilience, these insights help chart a clear trajectory toward sustained performance and competitive advantage.
As industries continue to evolve, it’s the organizations that treat supply chains as dynamic, revenue-generating assets—not just cost centres—that will lead the way in shaping the future of business.
How is the supply chain contributing to your company’s growth in the current market?
Dharmesh Srivastava, Vice President – Supply Chain, Sundrop Brands Ltd.:
We are witnessing major growth for the quick commerce business. Modern consumers prefer convenience—they want products delivered to their doorstep almost instantly. This shift has accelerated dramatically over the past year and a half, with multiple quick commerce platforms emerging and driving demand.
Traditionally, we relied on general trade (GT), which was growing at a steady pace. Over time, we optimized that supply chain for efficiency. However, with the rise of quick commerce, we see some new consumers getting added through new quick commerce platform and some shift in Channel sales. Consumer behavior and product preferences are also evolving. We see that Quick commerce customers try and adapt to new flavours and packs much easier due to visibility of packs on Apps. We’re noticing a surge in demand for certain flavors and products that were previously slow-moving due to non-visibility at GT trade. This fast-changing trend has also posed a challenge for Demand Forecast. In highgrowth categories, our first priority is on servicing demand. As the trends are getting established, we are working on optimizing our Supply Chain. Just as companies invest in media and factory capacity, supply chain investment is crucial in establishing a robust supply chain for sustaining high growth. In the early stages of rapid expansion, efficiency cannot be the sole focus. First, we must establish the business, acquire consumers, and fulfil demand and then optimize Supply Chain.
Once the business stabilizes and
Dharmesh Srivastava, Vice President – Supply Chain, Sundrop Brands Ltd.
Just as companies invest in media and factory capacity, supply chain investment is crucial in establishing a robust supply chain for sustaining high growth. In the early stages of rapid expansion, efficiency cannot be the sole focus. First, we must establish the business, acquire consumers, and fulfill demand—and then optimize supply chain processes. Once the business stabilizes and we gain better visibility into demand patterns, we can refine forecasting and optimize efficiency. In established channels like general trade, we have already achieved significant efficiencies. However, for newer channels like quick commerce and omnichannel retail, we are still in the process of scaling up. The key is to first build the supply chain infrastructure and, once demand stabilizes, efficiencies can be driven for long-term sustainability.
The role of supply chain in today’s business world is more than just cost-cutting. Supply chain is a strategic lever for businesses, influencing revenue growth, customer loyalty, and long-term competitiveness. As industries evolve and markets become more dynamic, the ability to strategize around service, technology, and operational efficiency will be the key to maintaining a competitive edge.
we gain better visibility into demand patterns, we can refine forecasting and optimize efficiency. In established channels like general trade, we have already achieved significant efficiencies. However, for newer channels like quick commerce and omnichannel retail, we are still in the process of scaling up. The key is to first build the supply chain infrastructure and, once demand stabilizes, efficiencies can be driven for long-term sustainability.
How can the supply chain serve as a value creator and contribute to revenue growth?
Sudip Gupta, Senior Director –Manufacturing and Supply Chain, South Asia, Cargill: In the food & beverage industry, supply chain management plays a crucial role in ensuring freshness and maintaining temperature control, both of which are vital for business success. Among all business functions, supply chain is the only one with complete end-to-end visibility, spanning from farm to fork. This visibility includes monitoring inventory levels at various points, such as customer warehouses, distributor stock, CFAs, plant storage, and transit. Additionally, procurement often falls under supply chain management, providing insights into purchasing costs, quantities, and timing. This unique capability enables supply chain teams to optimize operations, reduce inefficiencies, and ultimately drive profitable revenue growth for the organization.
One of the most critical processes within supply chain management is Integrated Business Planning (IBP) and
Sales & Operations Planning (S&OP).
While the maturity of IBP varies across organizations, its effectiveness depends on the ability to integrate multiple aspects, including product management, demand and supply forecasting, and overall business decision-making. A well-structured IBP process ensures organizational alignment, cost optimization, increased profitability, and improved product freshness. When supply chain functions efficiently in this manner, it becomes a key contributor to business growth and competitive advantage.
A major factor in supply chain decision-making involves managing trade-offs. One such trade-off exists between cost and service levels. While it is possible to maintain near-perfect service levels, doing so comes at a significant cost. Identifying the optimal balance is crucial to achieving both customer satisfaction and profitability. Another important trade-off is between lot size and product freshness. In manufacturing, there is often a tendency to favour larger lot sizes for improved plant efficiency. However, if excess inventory remains unsold within the designated turnaround time, the advantages of large-scale production are negated. Similarly, in procurement, bulk purchasing might offer cost savings, but if product quality deteriorates before it reaches consumers, those savings become irrelevant. Another challenge lies in balancing capital expenditure with return on investment. Organizations must ensure that any investment in supply chain infrastructure contributes to long-term profitability rather than just operational improvements. Additionally,
compliance and flexibility must coexist harmoniously. While stringent quality and financial controls are necessary, excessive rigidity can slow down processes and hinder business efficiency. It is important to evaluate which compliance measures add value and which ones merely create bottlenecks in the system.
A strong customer-centric approach is also fundamental to supply chain strategy. With the rapid growth of modern trade and e-commerce channels, companies must work closely with customers to understand their specific requirements. Demand patterns, inventory models, retail outlet performance, and sales velocity all play a role in defining effective supply chain strategies. It is not enough to analyse aggregate demand; companies must also understand how customers interact with end consumers. By aligning supply chain operations with customer needs, businesses can ensure timely deliveries, reduce waste, and improve overall service levels.
Automation and digitalization are now indispensable elements of modern supply chain management. The COVID-19 pandemic accelerated the need for automation, making supply chains more flexible and resilient. Companies are increasingly investing in AI-driven demand sensing, smart manufacturing processes, and warehouse automation to streamline operations. Additionally, IoT-based temperature monitoring is becoming an essential tool for maintaining cold chain logistics, ensuring that perishable goods remain fresh throughout the supply process. While automation enhances efficiency,
it also demands skilled personnel and reliable suppliers to maintain consistent performance. The success of automation depends not only on technology but also on the ability to integrate it seamlessly into existing processes.
At Cargill, several strategic initiatives are being implemented to strengthen the supply chain. A key focus area is improving the IBP and S&OP processes to manage demand fluctuations, new production introduction, SKU and portfolio optimization and more importantly, decisions basis integration of demand and supply along with margins to support business strategy. By refining short-term planning capabilities through S&OE, the company aims to navigate market volatility while ensuring supply chain stability. Another major initiative involves expanding automation and sustainability efforts. Dedicated teams are working on enhancing demand forecasting accuracy, incorporating sustainable business practices, and implementing smart manufacturing solutions. The company is also prioritizing greater customer centricity by ensuring that supply chain insights inform decision-making across manufacturing, commercial, and financial functions. This collaborative approach fosters alignment within the organization and enhances its ability to deliver high-quality products to customers. Additionally, investments in cold chain technology, such as IoT-based temperature sensing, are helping to maintain product freshness and strengthen logistics operations. Through these initiatives, supply chain management at Cargill is key driver for
AI’s potential in supply chain management is vast and multifaceted. It can transform how companies forecast and meet demand, leading to smoother operations, reduced costs, and ultimately, improved revenue growth. The more accurate a company can be in forecasting and fulfilling demand, the less waste it will incur from unsold stock or unused production capacity. This reduction in waste and inefficiency leads to cost savings and improves overall revenue performance. Therefore, integrating AI into supply chain planning should not just be seen as a way to save costs but also as a way to unlock new opportunities for growth. For supply chain professionals, the key is not to doubt AI, but to trust it and integrate it into their operations.
revenue and profitable growth through cross functional alignment. By leveraging end-to-end visibility, optimizing tradeoffs, enhancing automation, and strengthening customer collaboration, supply chain plays a pivotal role in delivering high-quality, fresh products efficiently and profitably.
Chetan Kumria, Founder & MD, Xcell Supply Chain Solutions: PostCOVID, there has been a significant shift in the role of supply chains, moving beyond a purely cost-centric approach to becoming a key value driver. With increased representation at board-level discussions, supply chain management is transforming from a traditional operational department into a strategic growth enabler for businesses in India and globally. This transition is driven by various factors, including evolving processes to manage demand volatility, optimizing stock availability at retail shelves, and leveraging data-driven insights.
To illustrate this transformation, I’d like to share a personal experience where we played a crucial role in driving revenue growth for a company. As a 3PL and 4PL service provider, we undertook network optimization for a healthcare company. Traditionally, companies in India operate by importing or manufacturing products, distributing them through multiple layers—including distributors and stockists—before reaching retailers and end consumers. Our approach involved eliminating the distributor layer, which not only reduced costs but also provided real-time visibility into end-consumer
behavior. Specifically, in the healthcare sector, this allowed the company to track patient consumption patterns, monitor product efficacy, and assess whether prescribed dosages were being adhered to.
This level of data visibility, which was previously scattered and unstandardized, enabled the company to make informed decisions, ultimately leading to improved efficiency, higher sales, and revenue growth. By bypassing traditional distribution bottlenecks and leveraging real-time insights, we successfully helped the company enhance both its cost efficiency and market reach. This case demonstrates how modern supply chains are evolving beyond logistics and operational efficiency—they are now integral to revenue generation and business strategy.
How can S&OP be the revenue driver and aid stock availability at the market level?
Nitin Saini, Director – Supply Chain, Kohler Co. India: When I think about how S&OP (Sales and Operations Planning) can become a revenue driver and ensure stock availability in the market, I can’t help but draw some parallels to the principles James Collins talks about in his books like Good to Great and Built to Last. He highlights one consistent theme throughout the success stories of companies: discipline. From my own 25 years of experience, I’ve observed that organizations that consistently follow the basic S&OP process tend to be more successful, stable, and profitable. They create a disciplined culture that benefits
everyone—employees, customers, and the business itself. These are businesses that avoid the chaos and burnout that comes with reactive strategies. On the flip side, I’ve seen companies that neglect S&OP processes and, over time, find themselves scrambling to catch up. This creates a toxic cycle of employee frustration, burnout, and turnover, which ultimately hinders long-term growth and success.
When I break it down, I think of S&OP in two core areas: getting demand planning right and then creating an effective supply response to match that demand. If we focus on demand planning first, this is where supply chain leaders should spend a significant portion of their time—about 50% in my experience. It’s not just about creating forecasts using historical data and algorithms, although that is part of it. Demand planning also involves gathering qualitative inputs, and this is where leadership in S&OP comes into play. You need to create forums where people across the business can share what’s on their minds: new product ideas, market trends, and customer feedback. This open communication helps you capture the insights and nuances that algorithms can’t detect.
To generate a strong demand forecast, you need a robust mix of quantitative and qualitative inputs. The outcome of this planning process should be an unconstrained demand forecast. This essentially means you’ve identified the maximum revenue potential you can achieve for a given period—whether it’s a month, a quarter, or a full year. It’s about setting that goal for yourself and aligning your supply chain to fulfill it. But even with the best efforts, we all know that demand forecasting is never perfect. In
fact, we’re lucky if we can achieve 60-70% accuracy due to the complexity of market dynamics, product changes, and external variables.
This is why the next step in the process is crucial: creating a supply chain that’s agile enough to respond to fluctuations in demand. We know that no matter how well we plan, things will always change—sometimes at the last minute. A responsive, agile supply chain can pivot quickly and adjust to these changes, whether it’s fulfilling an unexpected order or compensating for a shift in consumer behavior. From my experience, I’ve identified four key pillars that help businesses create an agile and effective response to demand changes. These pillars are crucial in building a robust supply chain that can both support current needs and scale with future growth.
The first pillar is rationalizing your product portfolio and segmenting it strategically. This is an area where many businesses struggle because it requires constant evaluation of which products are worth keeping in the portfolio. Often, companies hold on to products that aren’t delivering the desired revenue, simply because they’ve been around for a long time or because no one has actively pushed for a change. But as a supply chain leader, it’s critical to take the initiative and drive the rationalization process. Without this, the portfolio becomes unnecessarily complex, leading to inefficiencies. By identifying the underperforming 5% of your portfolio and removing them, you reduce complexity, free up resources, and make it easier to manage your
supply chain effectively. This is where the Pareto Principle (80/20 rule) comes into play—focus on the 20% of products that generate 80% of your revenue and eliminate the bottom performers.
Localization: The second pillar involves localization. Localization can mean different things depending on the context, but it generally refers to producing goods closer to the point of demand. This could involve shifting from importing finished products to producing them locally or developing a network of suppliers nearby. For example, in some of my past roles, I’ve seen how localizing production helps businesses respond more quickly to changing demand. In manufacturingheavy industries like automobiles, for instance, local suppliers can contribute to more efficient inventory management, reduce lead times, and allow for more flexible manufacturing strategies. By localizing, you also reduce dependency on long lead times and mitigate risks related to supply chain disruptions, which is increasingly important in today’s global market.
Delayed Differentiation: The third pillar is delayed differentiation. This concept has been incredibly useful in my career, particularly in industries where customization is important. Essentially, delayed differentiation means postponing the final customization of a product until closer to the point of demand. For instance, at Duracell, we imported bulk materials and then packaged them locally to respond faster to fluctuations in demand for different SKUs. This helped us improve our service levels by reducing lead times and also unlocked capital tied up in inventory. Similarly, at Del Monte,
A customer-centric approach is fundamental to optimizing inventory models, understanding demand patterns, and aligning supply chain strategies with customer needs. The ability to collaborate with customers and tailor supply chain solutions based on their specific requirements leads to improved service levels and better responsiveness.
Sudip Gupta, Senior Director – Manufacturing and Supply Chain, South Asia, Cargill
A strong customer-centric approach is fundamental to supply chain strategy. With the rapid growth of modern trade and e-commerce channels, companies must work closely with customers to understand their specific requirements. Demand patterns, inventory models, retail outlet performance, and sales velocity all play a role in defining effective supply chain strategies. It is not enough to analyze aggregate demand; companies must also understand how customers interact with end consumers. By aligning supply chain operations with customer needs, businesses can ensure timely deliveries, reduce waste, and improve overall service levels.
I shifted our approach to importing bulk olive oil and then packaging it locally instead of importing finished goods in various sizes. This change reduced both costs and response time, and ultimately improved our overall service.
Network Optimization: The fourth pillar is network optimization. This involves continuously reviewing and optimizing your supply chain network. Whether it’s about where products are made or how they’re distributed, it’s important to adapt your network as your demand and supply conditions change. As a supply chain leader, you need to be flexible and willing to adjust the structure of your network to ensure that you’re always delivering the right products to the right places at the right time. This is especially crucial when managing multiple markets or regions, as different areas may have different demand patterns and logistical requirements.
Dharmesh Srivastava: First Time
Case fill Rate (FTCFR) is the most time tested and robust metrics for Supply Chain to work upon. The high Case Fill rate would ensure that S&OP can be the revenue driver, however a caution must be exercised not to increase Inventory levels so high which may lead to higher costs due to Obsolescence or Inventory carrying costs.
Chetan Kumria: I’ve seen firsthand how late-stage differentiation and customization can be real gamechangers, especially in industries where products need to be tailored to specific customer needs. I’ll give you an example from when we were working with an imported product in India. When the volumes were still low, we initially used to import the finished product directly. However, as the demand grew, we had to rethink our strategy. We began importing bulk product into India, specifically to a central location. From there, we would distribute it, and eventually, as volumes increased further, we started bottling the
product at different bottling plants near the customer. This shift not only helped us improve service levels by making sure we could respond faster to demand changes but also reduced overall costs by localizing the production process.
In another example, I’ve observed a unique situation in the healthcare sector that really demonstrates how critical stock availability is. For instance, in the medical device industry, particularly with heart stents, hospitals don’t typically buy and stock the product in advance. Instead, there are multiple companies with consignment inventories stationed at hospitals. When a surgery is scheduled, the healthcare professionals need to choose the exact type of stent based on the patient’s requirements. The stents may vary in length or size, so having a variety of SKUs available right there in the hospital becomes essential. This means the companies must be ready at a moment’s notice, ensuring stock availability just in time, which is a different kind of supply chain flexibility.
In times of rapid growth, supply chain leaders must prioritize service and demand fulfillment over immediate cost efficiency. Consumers now expect near-instant delivery, especially with quick commerce, so meeting demand quickly is crucial. Early on, businesses should focus on scaling operations, meeting consumer expectations, and building infrastructure to handle increased demand, even if it means incurring higher costs.
The ability to meet the demands of such highly specialized markets— whether it’s FMCG, Food, beverage or healthcare—demonstrates the power of a well-executed S&OP process. It enables stock availability, differentiation, and responsiveness to changes in demand. The idea that supply chains can play such a direct role in both revenue generation and life-saving applications really highlights how critical it is to have the right products in the right place at the right time.
How will the integration of automation and AI in supply chains evolve over the next five years, and will it lead to cost savings or revenue growth?
Nitin Saini: I would like to highlight some challenges that I encounter in my industry, which make the adoption of AI a bit more complex. One of the significant issues I face is that about 40% of the demand in my business is project-based. In this model, traditional AI applications for demand forecasting are not effective because demand is driven by specific projects with unique timelines, and AI cannot easily predict such demand fluctuations. For example, when you win a project bid, the actual sales will only happen over the next 6 to 12 months. In these cases, relying on AI to forecast demand in the short term is difficult, as AI needs reliable, recurring data to generate accurate predictions. Additionally, the traditional B2C channels in India continue to be a challenge, especially when visibility
into the trade is limited. In many cases, the sales data we have only represents primary sales, but this data doesn’t reflect the actual end-customer demand. For example, month-end rebates or pressure from sales teams can artificially inflate sales numbers, making it hard to understand the real demand from the consumer market. Given these challenges, I don’t doubt the capabilities of AI but applying it to these scenarios is tricky. AI’s ability to generate demand forecasts depends on the quality of data it’s trained on, and in this case, the data may not be as reliable or reflective of actual consumer behaviour.
Having said that, there is a specific area where I believe AI can provide tremendous value—post-sales service parts management. In industries where products have long lifespans, like mine, managing spare parts is a crucial part of the supply chain. We may live with a product for 10 years, and over time, parts may need replacement. However, there is currently no AI-based system that can predict these failures with high accuracy. What I need is an AI-driven solution that can analyse historical failure patterns based on batch data, product usage, and other variables to forecast when and what parts will likely fail. This will allow us to stay ahead of the game and ensure that the right spare parts are always available for service teams, without overstocking or running out of essential components. The predictive capabilities of AI could help us make these predictions with greater precision and efficiency, ultimately improving
customer satisfaction and reducing costs. While AI has immense potential to transform supply chain management, its application needs to be tailored to the specific needs and challenges of each business. For industries with predictable demand, AI will undoubtedly save costs and increase revenue. However, for project-based or traditional trade models where demand is less predictable, a more cautious and adaptive approach may be required. By leveraging AI strategically, supply chains can be optimized in new and innovative ways, unlocking both operational efficiencies and growth opportunities.
Dharmesh Srivastava: In most of the companies, automation of various Supply Chain processes like Demand Planning (Forecasting), Production Planning using ERP tools, Deployment Planning, Transportation management using TMS, Warehouse Management using WMS and Optimization of Supply Network using some optimizer is already in practice. However, AI is still much in concept and talks than in practice. I think, some areas of Supply Chain like Demand Forecasting and Control Towers which require inputs from multiple sources and having fuzzy logic/probabilistic in nature would be the first ones to be tried to be solved using AI.
Venu Vashista, Head Supply Chain, Altius Telecom Infrastructure: Artificial intelligence (AI) is undeniably the future, especially in the context of supply chain management. However, it
Strong supplier relationships and standardized processes help us achieve consistent quality. This consistency underpins customer confidence and strengthens brand equity—an area where leadership must set the tone and expectations. By cultivating deep, trust-based partnerships with key suppliers, we can unlock new ideas, technologies, and market insights. Supplier-led innovation acts as a parallel engine of growth, enabling us to anticipate market shifts and stay ahead of the curve. Ultimately, effective supply chain leadership is about balancing agility, cost, quality, and innovation—not in silos, but as an integrated strategy that drives business performance and sustainable differentiation.
Post-COVID, there has been a significant shift in the role of supply chains, moving beyond a purely cost-centric approach to becoming a key value driver. With increased representation at board-level discussions, supply chain management is transforming from a traditional operational department into a strategic growth enabler for businesses in India and globally. This transition is driven by various factors, including evolving processes to manage demand volatility, optimizing stock availability at retail shelves, and leveraging data-driven insights.
is essential to recognize that different AI technologies and platforms, such as ChatGPT or DeepMind, serve distinct purposes. When we talk about AI for supply chains, the focus is on its potential to enhance demand forecasting and overall decision-making.
One of the major challenges faced by companies in any industry is understanding and predicting demand. To address this challenge, AI can be an immensely useful tool. In my experience, no company can cater to 100% of its demand because the supply chain costs involved in trying to meet all of it would be prohibitively high. This would result in significant inefficiencies and excess capacity, which can be financially draining. Therefore, companies usually set a target of fulfilling about 80-90% of the demand, and meeting this demand efficiently without overextending resources becomes the key.
This is where AI plays a crucial role. AI can help organizations accurately sense and forecast demand, which is a major aspect of supply chain management. It does so by considering both macro variables (such as economic trends, geopolitical factors, and broader industry movements) and micro variables (like local consumer behavior or specific product preferences). AI can analyse vast datasets, much more efficiently than traditional manual methods, to pinpoint these demand trends and help make better decisions about inventory management and production schedules.
By adopting AI in the supply chain, companies can move away from traditional, time-consuming forecasting methods like spreadsheets (Excel) to
machine learning-based systems that can handle complex variables and provide highly accurate predictions. Once these predictions are in place, AI enables companies to meet that forecasted demand by adjusting supply and production schedules more dynamically. This level of precision allows businesses to better align their operations with actual customer needs rather than relying on vague, generalized assumptions.
The more accurate a company can be in forecasting and fulfilling demand, the less waste it will incur from unsold stock or unused production capacity. This reduction in waste and inefficiency leads to cost savings and improves overall revenue performance. Therefore, integrating AI into supply chain planning should not just be seen as a way to save costs but also as a way to unlock new opportunities for growth. For supply chain professionals, the key is not to doubt AI, but to trust it and integrate it into their operations.
In summary, AI’s potential in supply chain management is vast and multifaceted. It can transform how companies forecast and meet demand, leading to smoother operations, reduced costs, and ultimately, improved revenue growth. By embracing AI as an integral part of supply chain planning, companies can optimize their processes and gain a competitive edge in the marketplace.
What strategies can businesses adopt to turn supply chain efficiency into a competitive advantage?
Nitin Saini: As leaders, we must view supply chain efficiency not just as an
operational mandate but as a strategic lever for competitive advantage. There are four core pillars to this approach…
Product Availability: A resilient and responsive supply chain ensures our products are consistently available at the right place and time. Stockouts erode customer trust and open doors for competitors. Maintaining high service levels is fundamental to protecting market share and delivering on our brand promise.
Cost Efficiency: By driving out inefficiencies and non-value-adding activities across the end-to-end value chain, we create a leaner cost base. This enables us to reinvest in innovation, deliver better value to customers, or gain pricing flexibility—each a potential game-changer in a margin-sensitive environment.
Quality Assurance: Strong supplier relationships and standardized processes help us achieve consistent quality. This consistency underpins customer confidence and strengthens brand equity—an area where leadership must set the tone and expectations.
Innovation through Strategic Supplier Collaboration: By cultivating deep, trustbased partnerships with key suppliers, we can unlock new ideas, technologies, and market insights. Supplier-led innovation acts as a parallel engine of growth, enabling us to anticipate market shifts and stay ahead of the curve. Ultimately, effective supply chain leadership is about balancing agility, cost,
Once the business stabilizes and the demand patterns are clearer, supply chain leaders can shift focus to improving forecasting and efficiency. The key is to first secure the foundation of growth and customer satisfaction, then refine processes over time to optimize costs and operational efficiency. This strategic flexibility allows businesses to navigate growth successfully while maintaining service quality.
quality, and innovation—not in silos, but as an integrated strategy that drives business performance and sustainable differentiation.
Dharmesh Srivastava: It would be different for different business. For some businesses, the speed of supply is the most important winning criteria, for some businesses the freshness of product is winning criteria and so on. Main point is that supply chain managers must work with businesses, understand the winning criteria for business, and evolve a solution in collaboration with Manufacturing, Sales, Marketing, Procurement and other functional leaders to establish a robust Supply Chain model.
As a board member, how do you see the role of supply chain in driving growth, and how is it evolving in response to industry trends, technological advancements, and market dynamics?
Venu Vashista: Drawing from my experience as an independent director on the board of an FMCG company, I have witnessed firsthand the increasing importance of supply chain expertise in boardrooms. This shift underscores the realization that supply chain is no longer just a support function, but it is a critical driver of revenue and strategic growth. I would like to share key insights on how the supply chain has transitioned into a revenue enabler, particularly in industries with time-sensitive consumer demands. This evolution is perfectly illustrated by the quick-commerce platforms such as Blinkit and Zepto.
These platforms thrive on instant gratification, promising deliveries within minutes. If a product is unavailable, customers quickly turn to alternatives, another online platform or a nearby store. This retail out-of-stock scenario represents not just lost sales but a direct revenue hit.
Early in my career at one of best FMCG companies, I learned the profound revenue implications of retail out-ofstock situations. Companies often invest millions in marketing to draw customers, but when products are unavailable at the moment of purchase, marketing budgets are rendered ineffective. This challenge is even more acute in e-commerce, where consumer impatience is amplified. Supply chain teams play a pivotal role here, ensuring products are available to convert marketing investment into actual sales.
In another instance, while working with a manufacturing brand, I encountered a different dynamic. Here, purchases occur infrequently, often every 5–10 years. The absence of a product at a crucial buying moment doesn’t just result in immediate loss; it leads to longterm revenue forfeiture, as customers rarely return for the same purchase. This exemplifies why maintaining stock availability is critical in sustaining business success over time.
At Altius, operating in the B2B telecom infrastructure sector, supply chain dynamics take on another unique dimension. Delivering telecom towers to operators like Airtel, Jio, and BSNL demands careful planning. With long lead times of 12-13 weeks coupled with warehouse storage challenges, timely
delivery becomes paramount. Delays in tower delivery directly impact revenue, as operators pay for tower usage monthly. Thus, balancing cost management with timely service is vital in such industries where delays mean cash flow disruptions.
Across industries, be it FMCG, e-commerce, premium goods, or B2B sectors, the supply chain consistently proves to be the backbone of revenue generation. The function’s ability to prevent out-of-stock scenarios, ensure timely service, and balance cost with service delivery has a direct, measurable impact on the bottom line.
For companies still viewing supply chain as a cost center, it is essential to recognize its strategic value. Supply chain professionals need the empowerment to make balanced decisions that prioritize both service and cost management. Their work has far-reaching consequences, transforming supply chains into indispensable revenue enablers.
Disclaimer: The views and opinions expressed are solely experts’ own and do not represent the official policy, position, or views of their employers or any organization with which they are affiliated.
Environmental, Social, and Governance (ESG) factors have transitioned from being considered mere ethical considerations to becoming integral components of investment analysis and corporate strategy. This shift is largely driven by a growing awareness of the interconnectedness between business operations, societal well-being, and environmental sustainability. Consequently, ESG ratings, which evaluate companies based on these factors, have gained significant prominence. As their influence grows, so does the need for robust and standardized regulations to ensure transparency, comparability, and reliability. This article by Capt Tapas Majumdar, MD & CEO at Niche99 and Independent Director at Mcon, delves into the evolution of ESG regulations globally, examines the current regulatory landscape, and discusses the challenges and future directions in this dynamic field.
THE concept of responsible investing, the precursor to ESG, dates back several decades. Socially Responsible Investing (SRI) gained traction in the 1970s and 1980s, driven by ethical concerns and social movements. However, the formal integration of environmental, social, and governance factors into mainstream investment and corporate practices began to solidify in the early 2000s. The term "ESG" itself gained prominence following the United Nations Global Compact's initiative in 2004.
Initially, ESG considerations were largely voluntary, with companies adopting sustainability practices and reporting based on their own discretion or in response to stakeholder pressure. However, as the financial materiality of ESG factors became increasingly evident –impacting risk management, operational efficiency, innovation, and reputation –the demand for more standardized and mandatory frameworks grew.
Several key milestones mark the
evolution of ESG regulations:
Organizations like the Global Reporting Initiative (GRI), founded in 1997, aimed to provide frameworks for companies to voluntarily report on their environmental, social, and governance performance. These early initiatives laid the groundwork for broader ESG awareness and reporting.
The late 2010s and early 2020s witnessed a significant shift towards mandatory ESG reporting in various jurisdictions. The European Union's NonFinancial Reporting Directive (NFRD), implemented in 2018, required large public-interest companies to disclose information on environmental, social, and employee matters, respect for human rights, and anti-corruption and bribery.
Focus on Climate-Related Disclosures: The Task Force on Climate-related Financial Disclosures (TCFD), established in 2015, provided
As the Managing Director & CEO at Niche99 and an Independent Director at Mcon, Capt Tapas Majumdar harnesses the power of ESG Research & Ratings to benefit both business and society. He delivers ESG Ratings services as a SEBI-registered ESG Rating Provider (ERP). With over 25 years of industry leadership and values rooted in his service in the Indian Army, he is a seasoned sustainability professional. Capt Majumdar excels as an Independent Director, guiding companies towards robust sustainability practices that enhance financial performance.
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recommendations for companies to disclose clear, comparable, and consistent information about the risks and opportunities related to climate change. While initially voluntary, the TCFD framework has been increasingly adopted or incorporated into mandatory regulations globally.
Regulatory Focus on ESG Ratings:
Recognizing the growing influence of ESG ratings on investment decisions, regulators have started to pay closer attention to the methodologies and transparency of ESG rating providers. Initiatives are underway in several regions to bring ESG rating activities under regulatory oversight.
The current landscape of ESG regulations is diverse and rapidly evolving, with different regions and countries adopting varying approaches. Some key trends and regulations include:
Europe: The European Union has been at the forefront of developing comprehensive ESG regulations. Notable initiatives include:
Corporate Sustainability Reporting Directive (CSRD):
Building on the NFRD, the CSRD, which came into force in January 2023, significantly expands the scope and detail of sustainability reporting requirements. It applies to a wider
range of large companies, including non-EU companies with significant activity in the EU, and mandates reporting according to more detailed standards, including a "double materiality" perspective, considering both the company's impact on people and the environment and how sustainability issues affect the company financially. The first set of companies will need to apply the new rules for the first time in the 2024 reporting year, for reports published in 2025.
Sustainable Finance Disclosure Regulation (SFDR): Implemented in March 2021, the SFDR aims to increase transparency on sustainability risks and impacts within the financial services sector. It requires financial market participants to disclose how they integrate sustainability risks into their investment decisions and provide information on the sustainability characteristics or objectives of their financial products.
EU Taxonomy Regulation: This regulation establishes a classification system ("taxonomy") to define which economic activities are environmentally sustainable. It aims to channel investments towards green activities and prevent "greenwashing." Companies covered by the CSRD will be required to disclose how and to what extent
their activities are aligned with the EU Taxonomy.
Corporate Sustainability Due Diligence Directive (CSDDD): This proposed directive aims to hold companies accountable for their impact on human rights and the environment across their value chains. It would require companies to identify, prevent, mitigate, and account for adverse sustainability impacts in their own operations, their subsidiaries, and their business relationships. The directive is expected to be implemented in the coming years.
Carbon Border Adjustment Mechanism (CBAM): Introduced to address the risk of carbon leakage, CBAM imposes a carbon tax on imports of certain carbonintensive goods into the EU from countries with less stringent climate policies. This mechanism indirectly incentivizes higher environmental standards globally.
United States: While the US does not have a federal mandate for comprehensive ESG reporting, there is increasing regulatory focus, particularly from the Securities and Exchange Commission (SEC):
SEC Climate-Related Disclosures: In March 2024, the SEC finalized rules requiring public companies to
Prestige Scores go beyond traditional ESG metrics to assess both company’s Risk management and strength of its Sustainability practice. The stronger the practice the greater is the probability of continued and consistent ESG performance results. These scores are designed to offer a more holistic view of a company’s sustainability performance and its potential for long-term success. By incorporating Prestige Scores into your analysis, you can identify companies that are not only performing well on traditional ESG metrics but also building strong, sustainable reputations. You can gain a deeper understanding of the intangible factors that drive long-term value creation and make more informed investment decisions based on a comprehensive assessment of ESG performance.
For most companies, ESG reporting falls under the responsibility of the Audit Committee, the ‘go-to’ committee of the Board. This is more convenient and, generally, an attempt to keep the number of board committees under check. So, in most companies the Audit Committee continues to be the workhorse, the first line of defense, for risk oversight and governance. It continues to oversee financial risk, non-financial risk, and other significant risks that are currently impacting or can potentially impact the future. With a growing shift from voluntary to mandatory ESG disclosures already underway, the role of the audit committee in overseeing ESG reporting will become more critical. Audit Committees must ensure that there is a clear ‘ESG Agenda’ and that the management is delivering. Furthermore, given the high rate of new developments, ensure that they are regularly monitored and reported.
disclose climate-related information, including greenhouse gas emissions (for large companies), climate-related risks, and their governance and risk management processes related to climate change. These rules aim to provide investors with consistent and comparable information to make informed decisions. However, these rules are currently facing legal challenges.
State-Level Initiatives: Several US states, like California, have introduced their own climate disclosure requirements, often going beyond the federal proposals.
Focus on ESG Investing: The Department of Labor has issued guidance clarifying that retirement plan fiduciaries can consider climate change and other ESG factors when making investment decisions.
United Kingdom: The UK is also actively developing its ESG regulatory framework:
Taskforce on Climate-related Financial Disclosures (TCFD) Alignment: The UK government has mandated TCFD-aligned disclosures for a wide range of companies, including publicly listed companies, large private companies, and financial institutions.
UK Sustainability Reporting Standards (SRS): The UK is working towards implementing its own Sustainability Reporting Standards, which are expected to be aligned with the International Sustainability Standards Board (ISSB) standards.
Modern Slavery Act 2015: This act requires large businesses operating in the UK to publish a statement outlining the steps they have taken to ensure that slavery and human trafficking are not taking place in their supply chains.
Asia-Pacific: The ESG regulatory landscape in the Asia-Pacific region is diverse, with varying levels of development across countries:
Mandatory Reporting in Some Jurisdictions: Countries like Singapore and Malaysia have implemented mandatory ESG reporting requirements for listed companies, often focusing on specific areas like climate-related disclosures. Singapore, for instance, will align its sustainability reporting with ISSB standards, requiring Scope 1 and 2 GHG disclosures for listed companies in 2025, with Scope 3 disclosures and emissions assurance to follow.
Market-Driven Adoption: In other countries, such as Japan and Australia, ESG adoption is more
market-driven, with stock exchanges and investor groups playing a significant role in promoting ESG disclosure. However, regulatory developments are also underway to enhance standardization and comparability.
China's Growing Focus: China has been increasingly emphasizing ESG in its national policies, with guidelines for green finance and a growing expectation for companies to disclose environmental and social information.
International Sustainability Standards Board (ISSB): Established by the IFRS Foundation, the ISSB aims to develop a global baseline of high-quality sustainability disclosure standards to meet the information needs of investors. Its first two standards, IFRS S1 (General Requirements for Disclosure of Sustainability-related Financial Information) and IFRS S2 (Climaterelated Disclosures), were issued in June 2023 and are expected to be adopted by various jurisdictions globally. Canada, for example, launched its Canadian Sustainability Disclosure Standards (CSDS) in December 2024, aligning with IFRS S1 and S2.
Task Force on Nature-related Financial Disclosures (TNFD):
Following the TCFD model, the TNFD provides a framework for organizations to report on their nature-related dependencies, impacts, risks, and opportunities. While still in its early stages of adoption, it is expected to play an increasingly important role in corporate reporting.
Given the significant influence of ESG ratings on investment decisions and corporate behavior, there is a growing global focus on regulating ESG rating agencies to enhance transparency, comparability, and prevent conflicts of interest.
European Union: The EU has reached a political agreement on a new regulation for ESG rating activities. This regulation aims to make ESG ratings and their underlying methodologies more transparent, strengthen the governance of ESG rating providers, and ensure their independence. ESG rating providers offering services to investors and companies in the EU will need to be authorized and supervised by the European Securities and Markets Authority (ESMA).
United Kingdom: HM Treasury has consulted on a potential new regulatory regime for ESG ratings providers, which would bring them under the regulatory perimeter of the Financial Conduct Authority (FCA). The proposals aim to improve transparency and promote good conduct in the ESG ratings market, covering a broad range of ESG-linked data and ratings products.
India: The Securities and Exchange Board of India (SEBI) has introduced regulations for ESG rating providers, mandating that no entity can act as an ESG rating provider without a certificate from SEBI. These regulations also specify transparency and disclosure requirements for ESG ratings, and the methodologies used.
International Organization of Securities Commissions (IOSCO):
IOSCO has also been actively working on recommendations for ESG rating providers, focusing on transparency, good governance, management of conflicts of interest, and robust systems and controls.
Despite the significant progress in ESG regulations, several challenges remain:
Lack of Global Consistency: The fragmented nature of ESG regulations across different jurisdictions creates complexity for multinational companies and investors. Achieving greater harmonization of reporting standards and regulatory frameworks is crucial.
Ensuring the quality, reliability, and comparability of ESG data remains a significant challenge. Differences in reporting frameworks, methodologies, and the scope of reported information can hinder meaningful analysis and comparison.
Greenwashing: The risk of "greenwashing," where companies or financial products misrepresent their sustainability efforts, remains a concern. Robust regulations and effective enforcement mechanisms are needed to address this.
The Role of ESG Ratings: Ensuring the transparency and reliability of ESG ratings is critical. Ongoing regulatory efforts aim to address concerns about methodologies, conflicts of interest, and the lack of comparability among different rating agencies.
Evolving Scope of ESG: The understanding of what constitutes material ESG factors continues to evolve, with increasing attention on areas like biodiversity, human capital, and supply chain resilience. Regulations need to be adaptable to these evolving priorities.
Looking ahead, the future of ESG regulations is likely to be characterized by:
Greater Convergence and Standardization: Increased efforts
towards global harmonization of reporting standards, potentially driven by the ISSB and other international initiatives.
Enhanced Focus on Data and Technology: The use of technology, including AI and data analytics, will likely play a greater role in ESG data collection, analysis, and reporting, improving efficiency and accuracy.
Increased Regulatory Scrutiny: Regulatory bodies are expected to continue to enhance their oversight of ESG disclosures and rating agencies to ensure compliance and prevent greenwashing.
The concept of double materiality, as seen in the EU's CSRD, is likely to gain traction globally, requiring companies to report on both their impact on the environment and society and the financial risks and opportunities arising from sustainability issues.
Expansion of Scope: ESG regulations may expand to cover a wider range of companies and sustainability topics, reflecting the growing recognition of the interconnectedness of ESG factors with financial performance and systemic risks.
ESG ratings and the regulations surrounding them are at a critical juncture. The evolution from voluntary guidelines to mandatory requirements reflects the increasing recognition of the importance of sustainability in the global economy.
While the current regulatory landscape is complex and fragmented, the trend towards greater transparency, standardization, and regulatory oversight is clear. As regulations continue to evolve and converge, they will play a crucial role in driving more sustainable corporate behavior, fostering greater accountability, and enabling investors to make more informed decisions, ultimately contributing to a more resilient and sustainable global economy.
“Organizations must go beyond policies and actively foster a culture where women feel encouraged to grow, take on leadership roles, and contribute meaningfully without limitations. A workplace that prioritizes inclusivity, career growth, and a strong support system will always be able to attract and retain the best female talent in supply chain management,” iterates Reeja Sujoy — Vice President, Global Supply Chain, Black Box India Ltd — An Essar Enterprise, during this exclusive interview…
In your experience, how has the role of women in supply chain management evolved over the years, and what further changes would you advocate for?
When I joined supply chain management 22 years ago, it was quite rare—and even somewhat unusual—for women to be in this field. However, I was always drawn to the dynamic and challenging nature of the role. I strongly believe that supply chain management requires resilience, adaptability, and strong leadership— qualities that many women naturally bring to the table. Over the years, the industry has evolved significantly, and I truly appreciate how companies are now recognizing and promoting women in supply chain roles. There is a growing acknowledgment that women can handle the complexities of this profession just as well, if not better, than their male counterparts.
Looking ahead, I would advocate for more structured mentorship programs, leadership opportunities, and policies that further encourage women to take on strategic roles in supply chain management. Creating an inclusive
work environment where women are empowered to lead will only strengthen the industry as a whole.
What inspired your journey into supply chain management, and how have you navigated your career to reach the position of Vice President at AGC Networks Limited?
I initially stepped into supply chain management because the opportunity came my way, but I quickly realized how fascinating and dynamic the field is. From the very beginning, I was drawn to the fast-paced nature of the role, the need for strategic problem-solving, and the critical impact it has on business operations.
Early in my career, I had the opportunity to lead a team of 125 people— all men—which was both a challenge and a turning point. The 24/7 nature of supply chain management suited my work ethic and drive, and I thrived in the highintensity environment. As I progressed, I expanded my expertise across different industries, continuously taking on more responsibilities, including integrating financial aspects into supply chain
With over 22 years of experience in Supply Chain Management, business strategy, and operations across diverse industries, Reeja Sujoy is a seasoned Top Management Professional known for delivering breakthrough results. Her expertise spans various domains, including IT products, network solutions, telecom, technology, manufacturing, FMCG, e-commerce, retail, and production. She holds a Master’s degree in Management Science with specializations in Production & Material Management and Marketing, along with a Diploma in Business Management.
operations. This holistic approach gave me a deeper understanding of business functions and strengthened my ability to drive efficiency and growth.
My journey to Vice President at Black Box has been shaped by a passion for operational excellence, continuous learning, and a commitment to building resilient and agile supply chains. The ability to influence critical business decisions and optimize end-to-end supply chain processes keeps me motivated to push boundaries and drive success.
As a woman leading global supply chain operations, what unique challenges have you encountered, and how have you addressed them? In the initial years, I faced significant challenges—there was hesitation from people to take directions from a young woman in a traditionally maledominated industry. Dealing with diverse stakeholders, from logistics teams to factory workers, required resilience and assertiveness. However, I never let these obstacles discourage me. I approached every challenge with confidence and determination, believing that capability is not defined by gender. I focused on proving my expertise through results, demonstrating strong decision-making skills, and building trust with my teams. Over time, I earned the respect of my peers and colleagues by staying firm, leading by example, and ensuring that my voice was heard.
For women in supply chain, the key is unwavering self-belief. We are not just equal to men—we bring unique strengths to leadership, such as adaptability, strategic thinking, and the ability to manage complexity with a holistic approach. Confidence, competence, and perseverance have been my guiding principles, and I believe they are essential for any woman aspiring to succeed in this field.
What best practices have leading organizations adopted to create an inclusive culture within their supply chain operations? How do you perceive Essar Group’s efforts, such as the #EssarForHer campaign, in promoting gender diversity and supporting women in leadership roles?
Having worked with several well-known corporates in India, I truly appreciate the way Essar Group fosters gender diversity and actively promotes women in leadership roles. What sets Essar apart is its unwavering commitment to creating an inclusive culture where there is no distinction between men and women when it comes to opportunities, responsibilities, or leadership potential. The confidence that the management places in women professionals is one of the key reasons why many choose to build long-term careers here. Initiatives like #EssarForHer are not just symbolic—they reflect the organization’s belief in empowering women, ensuring they have the right platforms to excel, and providing them with equal growth opportunities.
Ultimately, when an organization genuinely supports and invests in its talent, there are no boundaries to what one can achieve. With the right encouragement, resources, and an inclusive work environment, women can reach new heights, break barriers, and contribute significantly to the success of supply chain operations.
How can flexible work arrangements be leveraged to retain and attract female talent in supply chain management?
Flexible work arrangements play a crucial role in attracting and retaining female talent in supply chain management. However, flexibility doesn’t just mean offering work-from-home options— it’s about creating a supportive work environment where women feel valued, empowered, and equipped to manage both their professional and personal
responsibilities.
As a leader, I believe true flexibility lies in understanding and addressing the unique challenges women may face, whether it’s through mentorship, career development opportunities, or policies that ensure work-life balance. While I personally may not always advocate for remote work in supply chain roles due to the operational nature of the function, I strongly believe in standing by my team when they need support.
Organizations must go beyond policies and actively foster a culture where women feel encouraged to grow, take on leadership roles, and contribute meaningfully without limitations. A workplace that prioritizes inclusivity, career growth, and a strong support system will always be able to attract and retain the best female talent in supply chain management.
How does the inclusion of women in supply chain leadership impact organizational performance and innovation?
In my 22 years of experience working alongside both male and female leaders, I have observed that women often excel in performance when given the right platform. Their persistence, resilience, and dedication play a crucial role in driving organizational success. Women bring a unique perspective to supply chain leadership by considering all aspects of a problem, thinking holistically, and balancing strategic vision with operational efficiency. Their ability to multitask, manage crises, and build collaborative relationships strengthens team dynamics and enhances decisionmaking.
For women in supply chain, the key is unwavering self-belief. We are not just equal to men—we bring unique strengths to leadership, such as adaptability, strategic thinking, and the ability to manage complexity with a holistic approach. Confidence, competence, and perseverance have been my guiding principles, and I believe they are essential for any woman aspiring to succeed in this field.
Organizations that actively include women in supply chain leadership benefit from greater innovation, improved problem-solving, and a more inclusive work culture. When companies embrace diversity at the leadership level, they
not only foster
growth but also create a workplace where fresh ideas, adaptability, and long-term strategic thinking thrive.
Organizations that actively include women in supply chain leadership benefit from greater innovation, improved problem-solving, and a more inclusive work culture. When companies embrace diversity at the leadership level, they not only foster growth but also create a workplace where fresh ideas, adaptability, and long-term strategic thinking thrive.
What changes would you like to see in how organizations identify and nurture future women leaders in supply chain functions globally?
Organizations need to actively break the perception that supply chain management is a male-dominated sector by identifying and nurturing female talent from an early stage. Companies should create structured leadership development programs tailored for women, providing them with mentorship, training, and exposure to key decision-making roles.
A crucial step is fostering an inclusive environment where women feel empowered to take on challenging roles without bias or limitations. Recognizing and promoting women leaders based on merit and performance, rather than outdated industry norms, will help bridge the gender gap.
Many female leaders in supply chain management have already demonstrated their ability to excel, often outperforming expectations. By investing in their growth, offering flexible career progression opportunities, and encouraging them to take leadership roles in critical areas, organizations can drive both diversity and operational excellence.
As supply chains globalize further, how do you see opportunities for women leaders to take on more cross-border roles or global mandates like yours? What needs to change to enable this?
Opportunities for women leaders in global supply chain roles are expanding
rapidly. With supply chains becoming more interconnected and complex, organizations increasingly value leaders who can navigate cross-functional and cross-border challenges. For women to take on more global mandates, they must build strong expertise in external and internal stakeholder management, ensuring seamless coordination across geographies. Confidence and strategic decision-making are key to gaining trust from both internal teams and global partners.
Additionally, staying updated on global supply chain trends, regulatory changes, and market dynamics is essential. Companies should support women by providing international exposure, leadership development programs, and mentorship to help them transition into global roles. By fostering an inclusive and performance-driven culture, organizations can unlock the
full potential of women leaders in supply chain management.
If you could design the ideal supply chain organization 10 years from now—with diversity, technology, and sustainability in mind—what would it look like?
The ideal supply chain organization 10 years from now will be built on three core pillars: Automation, Diversity, and Sustainability.
Technology & Automation:
◊ AI & Predictive Analytics: AIdriven demand forecasting will optimize inventory management, reducing waste and ensuring just-intime availability.
◊ Blockchain for Transparency: Every stage of the supply chain will be traceable, ensuring ethical sourcing, authenticity, and compliance.
My guidance to young women aspiring to build careers in supply chain management is simple—hard work and dedication are irreplaceable. In today’s generation, I often see immense intelligence and strong IQ levels, but success in supply chain demands perseverance, resilience, and a hands-on approach. If young professionals combine their intelligence with commitment and relentless effort, they can achieve success at an even faster pace than previous generations. In supply chain management, it’s not about being male or female— it’s about Competence, Confidence, and Consistency.
◊ Autonomous Logistics: Drones and self-driving trucks will streamline deliveries, reducing costs and carbon footprints.
◊ IoT & Smart Warehousing: Realtime tracking through IoT sensors will improve efficiency and reduce manual intervention.
Diversity & Inclusion
◊ Equal representation of women and men in leadership and operational roles.
◊ Breaking traditional biases by actively promoting women in supply chain decision-making positions.
◊ A culture that values different perspectives to drive innovation and problem-solving.
Sustainability
◊ A commitment to reducing the carbon footprint through green logistics and responsible sourcing.
◊ Circular supply chain models that emphasize reusability, minimal waste, and eco-friendly practices.
◊ Strong governance policies to ensure ethical supply chain operations.
Have mentorship or support networks played a role in your professional growth within the supply chain sector? How can mentorship programs be designed to support women aspiring to advance in supply chain management?
Mentorship has played a crucial role
in my professional growth within the supply chain sector. One of the biggest influences in my career was the CEO of my previous organization, who not only inspired me but also instilled the confidence to lead a team of nearly 400 people across multiple functions— demand planning, logistics, supply chain, and store maintenance. His open-door policy allowed for continuous learning, open discussions, and guidance, which significantly strengthened my leadership abilities.
To support women aspiring to advance in supply chain management, mentorship programs should be designed around real industry success stories rather than just traditional training sessions. Learning from those who have successfully navigated similar challenges can be far more impactful than theoretical knowledge. Additionally, organizations should foster a culture where women feel supported, ensuring they have access to mentors who champion their growth and provide the right opportunities to thrive.
What guidance would you offer to young women aspiring to build careers in supply chain management?
My guidance to young women aspiring to build careers in supply chain management is simple—hard work and dedication are irreplaceable. In today’s generation, I often see immense intelligence and strong IQ levels, but success in supply chain demands perseverance, resilience, and a hands-on approach. The field requires navigating complex challenges, managing multiple stakeholders, and making critical decisions under pressure. If young professionals combine their intelligence with commitment and
relentless effort, they can achieve success at an even faster pace than previous generations. Make use of your skills, stay persistent, and prove to the world that no challenge is too big to overcome. In supply chain management, it’s not about being male or female—it’s about competence, confidence, and consistency.
What kind of legacy would you like to leave for the next generation of women in supply chain leadership? The legacy I want to leave for the next generation of women in supply chain leadership is simple—lead with both IQ and EQ. In supply chain, you interact with people at every level—from loaders and transporters to factory workers, warehouse staff, managers, and top executives. The key to success is not just intelligence but the ability to connect, collaborate, and uplift those around you. Treat everyone as part of your team, earn their trust, and give them confidence in working with you. When they grow, you grow. Success in the supply chain is never an individual achievement—it’s a team effort. So, my advice is: Stay Humble, Stay Strong, and Always Think Beyond Yourself. If you build a culture of trust and teamwork, no challenge will be too big, and no goal will be out of reach.
As global supply chains become more interconnected and increasingly intricate, the ability to maintain clear, real-time visibility across every node and nuance has become a defining factor in business resilience and responsiveness. No longer confined to logistics, visibility now spans sourcing, production, distribution, and risk management—turning Data into Decisions and Uncertainty into Opportunity. In this special report, leading experts share their perspectives on how organizations can harness real-time insights to drive agility, resilience, and end-to-end transparency. Through candid Q&A sessions, they reveal the technologies, mindsets, and frameworks that are reshaping the future of supply chain management—one visible link at a time. The expert perspectives shared here converge on a critical truth: in an era defined by disruption, visibility isn’t just an operational advantage—it’s the foundation for Future-Ready, Competitive Supply Chains.
W E often hear about transformative technologies such as AI, IoT, and blockchain. How do you perceive their role in enhancing visibility? Additionally, could you share any successful implementations that you have witnessed?
Deepika Arora, Global Logistics Transformation Lead, TE Connectivity: The convergence of Artificial Intelligence (AI), the Internet of Things (IoT), and blockchain technology is fundamentally redefining operational
visibility across industries. These technologies not only facilitate realtime data acquisition but also ensure data integrity, security, and contextual relevance, enabling businesses to make faster, smarter, and more trustworthy decisions.
Traditionally, organizations faced considerable challenges in maintaining data security, especially across complex, multi-tier supply chains. With the advent of blockchain, however, those limitations are being addressed with an immutable, distributed ledger that ensures tamper-
proof data transmission and enhances trust across stakeholders—suppliers, distributors, partners, and customers alike.
IoT has dramatically evolved data collection practices by embedding highprecision sensors at critical operational junctures—from factory floors and warehouses to transport vehicles and retail shelves. These sensors enable realtime visibility into physical processes, capturing granular data points such as temperature, location, humidity, and shock levels. This rich data stream
is continuously fed into AI-powered systems.
AI, in turn, transforms this raw data into actionable intelligence, providing deep analytics that go beyond conventional descriptive metrics. Through predictive and prescriptive analytics, AI helps organizations forecast demand fluctuations, identify operational bottlenecks, preempt equipment failures, and optimize resource allocation. This analytical transformation turns what would otherwise be an overwhelming flood of information into strategically aligned insights.
A powerful use case demonstrating this synergy lies in supply chain and logistics, particularly within FMCG sectors. For instance, through IoTenabled packaging, organizations can monitor product movement and environmental conditions in real time. This is particularly vital for temperaturesensitive goods, such as food or pharmaceuticals. In my experience, this approach has resulted in fewer claims, reduced losses, and increased confidence in product integrity. When conditions deviate from acceptable thresholds, stakeholders are alerted instantly,
enabling proactive interventions before spoilage or degradation occurs.
Additionally, automation—especially in regions with high labor costs like Europe—has become a central lever for operational efficiency. With AI-driven robotics, automated picking systems, and real-time integration platforms, supply chain operations are experiencing significant improvements in speed, cost control, and accuracy. The combination of AI and IoT drives efficiencies in inventory management, last-mile delivery, and resource utilization, unlocking measurable improvements in agility and customer satisfaction.
Beyond operational efficiency, the strategic integration of blockchain brings another critical dimension: endto-end traceability. This is particularly important in industries such as pharmaceuticals, food safety, and luxury goods, where authentication, provenance verification, and compliance are essential. Blockchain’s decentralized ledger ensures that every transaction and movement of goods is securely recorded and accessible, minimizing fraud risks and ensuring full transparency. When combined with IoT sensor data, blockchain can create
a trusted digital thread that traces a product from its origin to its final destination—an invaluable capability in today’s globally dispersed supply chains.
In essence, blockchain closes the data intelligence loop, ensuring that the insights provided by IoT and AI are secure, verifiable, and immune to tampering. This integrated framework strengthens enterprise resilience, risk mitigation, and transparency, making it not just a competitive differentiator but a strategic necessity in today’s data-driven business landscape.
As industries continue to grapple with increasing complexity and customer expectations, the fusion of AI, IoT, and blockchain represents the foundation of next-generation operational intelligence—one that is predictive, realtime, and trusted.
Mandar
Shirsavakar, Founder & CEO, Translytics Business Services:
At Translytics, we view these technologies as enablers—not silver bullets. AI, for example, plays a central role in our platform by predicting lead times dynamically and flagging inventory risks in advance. Rather than
relying on static buffers, our clients use AI-driven signals to make real-time replenishment decisions. IoT becomes truly powerful when integrated with predictive analytics. A sensor on its own tells you current stock or temperature, but when that data flows into a decision layer—like our inventory digital twin— it enables proactive interventions. While blockchain is still maturing, we believe its future lies in multi-party visibility— especially for traceability and compliance
in regulated industries.
One successful implementation we’re proud of is with a leading company in Adhesives business in India, where we built a dynamic Inventory Prebuild engine. Instead of static inventory norms, our solution adjusts prebuilds based on seasonality, promotions, and plantspecific capacity—resulting in better fill rates without overstocking. This is the kind of visibility transformation that creates real bottom-line impact.
Can you provide an example of how visibility initiatives transform supply chain operations?
Prashant Patel, Global Sourcing Leader, GE Vernova: A great example is in large-scale industrial operations where thousands of machines are deployed globally. Without real-time visibility, predicting failures or maintenance needs becomes a significant challenge. To address this, engineers work closely with customers and on-site teams to collect machine performance data, generating intelligent insights that drive predictive maintenance strategies.
This visibility extends beyond internal operations—it enables better coordination with suppliers. With access to accurate predictive data, organizations can share long-term and short-term demand forecasts with component manufacturers and raw material suppliers. This results in a well-integrated supply chain ecosystem where every stakeholder, from the end customer to the supplier, operates with increased efficiency and reduced risk. Ultimately, leveraging data-driven visibility creates a more resilient, responsive, and optimized supply chain, yielding a significant competitive advantage in the industry.
How does real-time visibility help e-commerce fulfillment and D2C operations, especially in the context of the Indian supply chain landscape?
Vaibhav Dhawan, CTO, Prozo: Real-time visibility is critical for both e-commerce and D2C supply chains, but the level of control required in each model is vastly different. In a typical e-commerce setup—like selling
A well-executed PoC plays a dual role—it validates the feasibility of an initiative while demonstrating its potential long-term benefits. Leadership teams, end-users, and operational teams gain confidence when they see tangible results from a small-scale implementation. It also ensures that teams are aligned before moving forward with a broader rollout. Additionally, PoCs help organizations avoid a common pitfall—blindly adopting technology simply because industry leaders have implemented it. A solution may be widely recognized, but that does not automatically mean it is the right fit. The decision should be driven by a well-defined business need rather than market trends. A PoC helps determine whether the tool or system in question genuinely aligns with the organization’s operational framework and strategic goals.
on marketplaces such as Amazon—a brand’s responsibility often ends at order dispatch. The marketplace takes over the customer experience, and the brand mainly ensures smooth warehouse handovers within SLA timelines.
In contrast, D2C brands own the entire customer journey—from order placement to doorstep delivery. This demands real-time visibility across the full chain: packing, transit, delays, delivery, and exceptions. It’s not just about internal efficiency—it’s about delivering a seamless, transparent experience to the end consumer.
At Prozo, we built our tech stack in-house to address India’s unique logistics challenges—cost pressures, infrastructure gaps, and data fragmentation. Central to this is our proprietary Control Tower, a real-time performance platform covering 2.2 million+ sq. ft. of warehousing and nearly half a million in-transit shipments. Within minutes, it can surface critical insights on order status, SLA risks, and fulfillment bottlenecks.
While D2C was the initial driver, even B2B stakeholders in modern and general trade are now demanding the same level of visibility. However, poor integrations and reluctance to share data remain major roadblocks. True visibility isn’t a dashboard—it’s a deeply engineered capability that requires aligned systems, scalable tech, and a culture of collaboration.
Why do digital transformation initiatives often struggle to deliver results? What typically goes wrong, and what do organizations need for future transformations to succeed?
Kaushik
Mitra, Vice PresidentIndia Business, Celonis: Digital transformation initiatives often begin
Digital transformation initiatives often begin with ambition and investment, yet many fall short of delivering meaningful outcomes. Having worked for large enterprise technology firms, I can comfortably say the challenge lies not in the lack of advanced tools, but in how organizations approach change. As industries continue to evolve rapidly, particularly with the rise of direct-toconsumer models, quick commerce, and precision fulfilment, the demand for intelligent, agile operations will only grow. Transformation must evolve from being a technology-centric endeavour to a process-centric one. Organizations that embrace this shift will be better equipped to adapt, innovate, and consistently meet rising customer expectations in a competitive landscape.
with ambition and investment, yet many fall short of delivering meaningful outcomes. Having worked for large enterprise technology firms like Oracle, Microsoft, and now Celonis for over two decades, I can comfortably say the challenge lies not in the lack of advanced tools, but in how organizations approach change.
Most enterprises implement systems of record and analytics platforms successfully. However, what they frequently overlook is the creation of a true system of intelligence—one that provides contextual, real-time insights to drive decisions. There is a tendency to focus on technology upgrades in isolation, without an integrated view of how processes run and interact across departments and functions. This siloed execution leads to disconnected improvements that fail to deliver systemic impact.
In the context of supply chains and large-scale business operations, transformation is more than adopting new software or changing strategies. It requires a complete understanding of end-to-end processes. Without that visibility, teams may optimize individual parts while remaining blind to the broader improvement opportunities that exist across the organization.
Process Intelligence is vital in this landscape. It enables organizations to gain real-time operational transparency, ensuring that decisions are grounded in data that reflects the full scope of their workflows. And as AI becomes more embedded in enterprise systems, Process Intelligence gives AI the input it needs to be effective and relevant for the enterprise. It lets people make faster, more informed decisions, and take decisive action to optimize business performance.
My recent move to Celonis, a company recognized as a leader in process mining and process intelligence, was driven by this exact need in the market. What stood out was not only the technology but its impact—bringing measurable value to customers by illuminating hidden value opportunities and enabling targeted, impactful improvements. This shift from reactive reporting to proactive intelligent action is what separates successful transformation from superficial change.
As industries continue to evolve rapidly, particularly with the rise of directto-consumer models, quick commerce, and precision fulfilment, the demand for intelligent, agile operations will only grow. Transformation must evolve from being a technology-centric endeavour to a process-centric one. Organizations that embrace this shift will be better equipped to adapt, innovate, and consistently meet rising customer expectations in a competitive landscape.
Mandar Shirsavakar: We’ve observed that digital transformation often fails not because of technology, but because of alignment—or the lack of it. Here are three common reasons we see projects under-deliver:
Initiatives are led by tech, not by business priorities. Without a clear supply chain objective—like improving service levels or reducing working capital—tools become shiny dashboards, not decisions.
Data readiness is overestimated. Companies often attempt advanced analytics without first fixing data quality and governance issues.
Change management is sidelined. Adoption falters when users don't trust the insights or when workflows
aren't designed around their daily decisions.
What’s needed is a ‘Crawl-Walk-Run’ approach, where value is demonstrated early, teams are trained incrementally, and technology supports—not replaces— business judgement. At Translytics, we pair our AI/ML capabilities with deep supply chain consulting, ensuring every implementation aligns with KPIs and business logic.
How do you prioritize visibility initiatives by balancing cost and impact?
Deepika Arora: This prioritization fundamentally begins with an organization’s long-term vision. Alignment at the leadership level is crucial before embarking on any visibility initiative. Once the strategic direction is established, the next step is to break it down into smaller, manageable phases. Conducting pilot projects and proof-of-concept (PoC) initiatives is an effective way to build confidence among stakeholders, ensuring feasibility before committing to full-scale implementation.
An open dialogue with vendors and service providers is also essential. Organizations need to communicate their expectations clearly, especially regarding scalability. In today’s rapidly evolving landscape, businesses are increasingly concerned about whether a solution can scale with their growth. A PoC serves as a vital checkpoint, not just in assessing impact but also in verifying if a solution meets the organization's future needs.
How should organizations navigate the balance between long-term strategic gains and immediate return on investment (ROI)
Kaushik Mitra: From a process optimization standpoint, this is a critical challenge. In today’s fast-moving environment, particularly among newer generations of decision-makers, prolonged implementation cycles are increasingly unviable. Any initiative exceeding two to three months risks losing momentum and stakeholder engagement. However, supply chain leadership cannot afford a shortsighted, siloed approach in an effort to work quickly. Focusing narrowly on immediate gains without considering the broader operational ecosystem can lead to inefficiencies and missed strategic opportunities. The key is to develop a comprehensive, long-term strategy while executing in well-defined, incremental phases. By securing measurable wins at each stage, organizations can ensure sustained engagement while maintaining a holistic vision.
Given the complexity of supply chains—comprising countless interdependent processes—it is unrealistic to embark on large-scale transformations spanning multiple years. Instead, the optimal approach is to establish a robust strategic framework upfront, as Mandar rightly pointed out, ensuring end-to-end visibility while structuring implementation in a modular and agile manner. This method ensures the successful integration of long-term strategic priorities with shortterm execution, creating a sustainable roadmap for supply chain excellence.
How does real-time data enhance supplier collaboration? What measures can mitigate disruptions, and how receptive are suppliers to this approach?
Mandar Shirsavakar, Founder & CEO, Translytics Business Services
Unlike predictive analytics, cognitive systems learn, reason, and adapt autonomously, drawing on techniques such as machine learning, natural language processing, and pattern recognition to simulate human thought processes at scale. Yet cognitive analytics is not a shortcut. It demands that data foundations, organizational readiness, and process maturity are already firmly in place. Thus, the journey from descriptive to cognitive analytics is a gradual evolution, requiring consistent leadership, disciplined capabilitybuilding, and a long-term view. Organizations that internalize this progression stand to create lasting competitive advantages in an increasingly data-driven world.
Prashant Patel: Real-time data plays a critical role in ensuring supply chain efficiency. Every organization, whether in procurement, manufacturing, or logistics, seeks greater visibility into the movement of materials. The ability to track shipments, anticipate delays, and proactively resolve bottlenecks is no longer a competitive advantage but a necessity. However, having access to data alone is not sufficient—it needs to be structured, analyzed, and shared in a way that creates a fully integrated supply chain. The true challenge lies in ensuring that data transparency extends beyond a single organization and encompasses the entire supplier network, including Tier1, Tier-2, and even Tier-3 suppliers.
Beyond technological integration, the key aspect of supply chain resilience is trust and reliability in supplier relationships. This is where organizations must shift their perspective from treating suppliers as mere vendors to viewing them as strategic partners. When suppliers are engaged as long-term partners, they become more invested in the shared goal of delivering value to the end customer. This approach fosters collaboration, accountability, and mutual problem-solving, leading to a more robust and transparent supply chain.
How can organizations establish trust with suppliers and encourage them to share data more openly?
Prashant Patel: Establishing trust is not a one-time effort but an ongoing process that requires consistency, transparency, and shared value creation. Suppliers are more likely to share critical insights when they see tangible benefits in doing so. Organizations must demonstrate that data sharing is not just for oversight but for collective problem-solving and
efficiency gains.
One of the most effective ways to build trust is through direct engagement with suppliers. Rather than relying solely on reports and dashboards, organizations should actively engage with suppliers in their operational environments. Visiting supplier facilities, understanding their constraints, and collaborating on process improvements create a sense of partnership. When suppliers see that their concerns are acknowledged and addressed, they become more willing to engage in open discussions and share real-time data that can improve overall supply chain performance.
Continuous improvement initiatives also play a vital role in fostering trust. Organizations that work alongside suppliers to implement lean methodologies, optimize production processes, and enhance efficiency create a win-win scenario. This approach, rooted in mutual benefit, ensures that suppliers do not perceive data sharing as a compliance requirement but as a strategic advantage.
Another key factor is encouraging proactive issue resolution. Instead of waiting for disruptions to escalate into crises, suppliers should feel empowered to flag potential risks early. This requires a fundamental shift in mindset—from punitive responses to a collaborative approach where suppliers and manufacturers work together to resolve challenges before they impact operations. When suppliers trust that they will not face penalties for highlighting a potential bottleneck but will instead receive support in resolving it, they are more likely to engage in transparent communication.
Ultimately, real-time data sharing and supply chain transparency are not just about technology but about
This is an ongoing debate—should organizations adapt their processes to fit best practices, or should they tailor solutions to fit their unique needs? AI adoption, for example, has become a trend, leading many organizations to invest in it without first identifying the specific problem they aim to solve. The key is to take a structured approach: first, define the business challenge, and only then determine which technology— whether predictive analytics, automation, or data intelligence—is the right fit. The goal should always be to enhance business processes rather than adopt technology for the sake of modernization.
relationships. When suppliers feel valued and supported, they are far more likely to actively contribute to predictive analytics, risk mitigation, and supply chain resilience. By embedding these principles into supplier engagement strategies, organizations can transform their supply networks into agile, adaptive ecosystems capable of navigating complex global challenges.
How should organizations strike this balance when engaging with suppliers?
Prashant Patel: Let’s first look at this from a strategic standpoint before narrowing it down to the operational level. Any long-term supply chain initiative must align with an organization’s broader business goals, vision, and mission. The procurement and supply chain functions serve as fundamental pillars, ensuring business continuity and long-term competitiveness.
The challenge, however, lies in structuring supplier relationships in a way that balances immediate operational needs with long-term value creation. Consider a scenario where a company must scale a supplier’s production capacity to meet rising demand. This often necessitates direct investment— whether through capital expenditure or process optimization initiatives. The financial returns on such investments may not materialize for two to three years, but the long-term benefits, such as enhanced supply stability and agility, are critical for sustained growth. However, market conditions are fluid. If an organization faces a sudden shift— such as a declining order backlog or a shift in financial priorities—the supply chain must be adaptable enough to recalibrate its investment strategy. This highlights the need for a supply chain
that is not only strategically robust but also operationally flexible, ensuring optimal resource allocation while mitigating long-term risks. Despite technological advancements, including AI-driven forecasting and automation, the fundamental challenge remains achieving this delicate balance in realworld supply chain operations. It is the responsibility of supply chain leaders— both within organizations and across supplier networks—to navigate these complexities, making informed decisions that create sustainable, long-term value.
How do you help organizations calculate or quantify the return on investment (ROI) for visibility solutions? What KPIs should companies track to measure their impact?
Deepak Jain, Director India, Argon & Co: Visibility solutions, in and of themselves, do not generate ROI. The value they create is contingent upon how effectively organizations leverage the insights they provide. Simply having a world-class visibility system does not translate into financial returns unless it drives informed decision-making and operational improvements.
One of the most common pitfalls organizations faces is evaluating visibility solutions solely through the lens of cost savings. While cost reduction is a key consideration, a more comprehensive approach is required—one that accounts for improved decision-making speed, enhanced customer satisfaction, and overall business impact. Our approach begins with defining the strategic intent behind the investment. When engaging with stakeholders, we first ask: What business objective is this solution intended to serve?
One of the most common pitfalls organizations faces is evaluating visibility solutions solely through the lens of cost savings. While cost reduction is a key consideration, a more comprehensive approach is required—one that accounts for improved decision-making speed, enhanced customer satisfaction, and overall business impact. Our approach begins with defining the strategic intent behind the investment. When engaging with stakeholders, we first ask: What business objective is this solution intended to serve? Is the primary focus cost efficiency, sustainability, customer experience, or another factor? Clarity on these objectives is essential before implementing any solution, whether it’s IoT, digital twins, or RFID technology. Without this, organizations risk implementing solutions that fail to deliver meaningful business impact.
Is the primary focus cost efficiency, sustainability, customer experience, or another factor?
Clarity on these objectives is essential before implementing any solution, whether it’s IoT, digital twins, or RFID technology. Without this, organizations risk implementing solutions that fail to deliver meaningful business impact.
Beyond defining objectives, it is equally important to align expectations with measurable financial and operational outcomes. Take RFID technology as an example. Despite being available for years, widespread adoption remains limited. This is largely because many organizations evaluate its viability based solely on direct labor cost savings, such as reduced time spent on inventory counts.
However, the real value of RFID extends beyond labor efficiency. When implemented effectively, it enhances inventory accuracy, directly improving stock availability and customer satisfaction. Studies indicate that a 4-5% improvement in inventory accuracy can lead to a 2-3% increase in revenue—a metric far more significant than labor cost savings alone. This highlights the need for a more holistic approach to ROI assessment.
The KPIs should be aligned with the organization’s strategic objectives. Generally, they fall into three primary categories:
Operational Efficiency Metrics: These measure improvements in internal processes, such as reduction in lead times, increase in inventory accuracy, and reduction in process errors.
Customer Experience Metrics: These
assess the impact on service levels, including on-time delivery rates, stock availability, and order fulfillment accuracy.
Financial Performance Metrics: These quantify the direct business impact, including revenue growth, cost savings, and return on assets (ROA).
For instance, in an RFID implementation, organizations that focus solely on direct cost savings from reduced manual inventory counts may miss the broader financial impact. A more effective approach would be to track the correlation between increased inventory accuracy and sales growth, ensuring that ROI calculations encompass both efficiency gains and top-line revenue improvements.
Beyond defining objectives and tracking KPIs, what additional steps should organizations take to validate the ROI of visibility solutions?
Deepak Jain: Once the objectives are established and the appropriate KPIs identified, the next step is to test the solution in a controlled environment. Rather than implementing it across the organization, we recommend a phased approach—starting with a pilot in a specific store, warehouse, or operational segment.
Piloting allows organizations to capture real-world data on performance improvements before making large-scale investments. For example, by introducing RFID in a single retail store, a company can measure the impact on inventory accuracy, customer experience, and sales performance. If the data supports
the business case, scaling the solution becomes a more informed and justifiable decision.
Short-term ROI expectations must be balanced with long-term strategic gains. Not all visibility solutions deliver immediate cost savings; in many cases, the benefits materialize over time. A useful analogy is the transition from CRT televisions to LED/LCD models. Despite the higher initial cost, consumers made the switch because the long-term benefits—such as superior picture quality, lower energy consumption, and enhanced durability—justified the investment.
The same principle applies to visibility solutions. While initial costs may seem high, the cumulative benefits—improved operational efficiency, better decisionmaking, and increased revenue— create substantial long-term value. Organizations should adopt a holistic ROI framework that accounts for both immediate cost savings and long-term business growth.
How do we strike the right balance between achieving quick wins and building toward long-term transformation?
Deepak Jain: A phased strategy is essential. Breaking large initiatives into smaller, manageable parts allows for both immediate impact and sustainable growth. Both short-term and longterm goals are critical. Focusing only on quick wins risks missing out on lasting benefits, while aiming solely for longterm outcomes — such as implementing a full-scale digital twin or building a world-class supply chain — can make it difficult to secure organizational buyin. Without early success and effective
change management, projects often lose momentum and fail.
Consider the example of digital twins. While the ultimate goal might be a comprehensive digital twin solution, the journey should start small. A practical first step could be container tracking. This provides immediate, measurable benefits like reducing detention charges, demurrage costs, and expedited freight expenses. Early wins like these build momentum and confidence while setting the foundation for more advanced capabilities, such as smart tracking systems, AI/ML integration, weather analysis, and congestion forecasting.
Since every business is fundamentally driven by financial outcomes, it's important to consistently deliver tangible results. Capturing low-hanging fruit along the way keeps teams motivated and committed. Especially in large-scale transformations, where achieving full maturity often takes three to four years, early and continuous value generation is critical for long-term success.
Mandar Shirsavakar: We believe the key is to start small but design for scale. For example, when we begin with a client, we often start with a focused use case— like improving inventory allocation across a few plants or channels. Once the value is proven and trust is established, we layer on additional modules, such as multi-echelon optimization or expiry risk analysis. Quick wins come from solving pain points with measurable ROI, while the long-term journey requires an architecture that supports integration and flexibility.
In one case, we worked with a retail brand that had fragmented visibility across warehouses. We first built a unified stock view, enabling faster rebalancing
decisions. Over time, this led to broader capabilities like predictive procurement and automatic reorder recommendations, all integrated into their ERP. In essence, the right balance comes from treating digital transformation not as a one-time project, but as a continuous journey— with business goals guiding every step.
What trends and supply chain visibility shifts should businesses prepare for?
Kaushik Mitra: If I may extend that thought, while the technological capabilities are indeed extraordinary, the real constraint will not be the tech itself but the maturity of internal processes and data quality. There’s a phrase I like to use… ‘There is no AI without PI — Process Intelligence’.
Organizations are sometimes too eager to implement AI without acknowledging that if their foundational processes are broken or inconsistent, AI will simply amplify the chaos. The biggest risk isn't that AI won't work; it’s that it will produce unreliable or misleading outputs if fed poor inputs. Before scaling predictive analytics or AI-based decision support, companies must harmonize, standardize, and rationalize their supply chain processes. They must focus on process integrity to ensure that data flows are clean, consistent, and reliable. Only then can AI models generate truly trustworthy and actionable insights. Thus, while it’s tempting to talk about advanced technologies, I would argue that the next three years must involve a heavy focus on process reengineering and data governance, because without that, predictive supply chains will remain aspirational.
In the future, competitive advantage in supply chains will not stem solely
Establishing trust is not a one-time effort but an ongoing process that requires consistency, transparency, and shared value creation. Suppliers are more likely to share critical insights when they see tangible benefits in doing so. Organizations must demonstrate that data sharing is not just for oversight but for collective problem-solving and efficiency gains. One of the most effective ways to build trust is through direct engagement with suppliers. Rather than relying solely on reports and dashboards, organizations should actively engage with suppliers in their operational environments. Visiting supplier facilities, understanding their constraints, and collaborating on process improvements create a sense of partnership.
from internal optimization. It will be defined by an organization’s ability to orchestrate, influence, and thrive within a connected, intelligent, and open value network. Companies must shift their mindset from focusing purely on isolated enterprise efficiency to building resilient, collaborative ecosystems. Trust-building, establishing shared standards, and coinnovating with partners will no longer be optional; they will be business-critical imperatives for long-term survival and growth. Those who succeed will be the ones who recognize that ecosystem resilience — not just internal excellence — is the true foundation of future-ready supply chains.
Deepika Arora: Another critical layer is data integration across systems. A significant reason many organizations delay their digital transformation initiatives is the fear that their legacy systems will not integrate easily with newer, cloud-native solutions. This concern is valid. However, over the next few years, we will see a significant maturation of plug-and-play integration technologies. Interoperability frameworks, cloud-native data fabrics, and no-code/low-code integration platforms will allow even highly heterogeneous IT landscapes to operate more cohesively. In essence, the barriers that currently exist between enterprise resource planning (ERP) systems, warehouse management systems (WMS), transportation management systems (TMS), and external data sources will diminish.
This seamless flow of data across the enterprise will unlock real-time digital twins of supply chains, allowing organizations not only to predict outcomes but to simulate scenarios
The supply chain landscape is undergoing rapid transformation, bringing with it increasing complexity. In response, businesses are no longer looking at tech as a mere reporting or automation layer. They are seeking predictive analytics, intelligent automation, and hyper-flexible networks that can adapt to shifting consumer expectations and operational challenges in real-time. As these complexities scale, brands and enterprises are increasingly turning to professional, full-stack supply chain partners—ones that offer deep tech integration and operational agility—to manage this orchestration effectively and stay competitive.
and optimize decisions in a dynamic environment. While technology promises significant advances, we must not lose sight of the human dimension in this transformation. Investments in AI, machine learning, and predictive analytics are vital, but it is ultimately the skills and adaptability of people that will determine success.
Technology provides tools, but human capital powers outcomes. A generational shift is unfolding — younger employees are digitally native and comfortable with AI. Yet, we cannot afford to sideline experienced employees whose domain expertise and operational insights remain critical. Thus, reskilling, continuous learning, and change management must be prioritized alongside technology investments. Organizations must deliberately build capabilities that bridge digital gaps and empower all employees to adapt. Without a structured focus on human capital, sophisticated tools risk becoming underutilized assets, and much of the potential value of transformation will remain unrealized. Sustainable success lies not just in deploying the right technologies, but in equipping people to use them effectively.
Prashant Patel: As organizations open up their data architectures and increase real-time connectivity, cybersecurity becomes an existential priority. With vast amounts of sensitive operational, financial, and strategic data moving across internal and external networks, attack surfaces expand exponentially. Thus, supply chain leaders must embed ethical governance frameworks from the outset — not as an afterthought.
This includes ensuring that AI models are explainable, bias is systematically monitored and mitigated, and data privacy regulations such as GDPR and
evolving global standards are adhered to rigorously. We are not just talking about technical security anymore. Model governance, ethical AI design, and trust frameworks will be critical to maintaining license-to-operate in increasingly digital, interconnected supply ecosystems.
Another critical point is that visibility must extend beyond the enterprise’s internal operations. True resilience and agility demand that organizations connect and share data across the entire value chain — with suppliers, distributors, logistics providers, and even customers. Building multi-enterprise platforms that enable real-time, secure, and trusted data exchange will be essential.
Deepak Jain: One of the biggest shifts that is already beginning to reshape supply chain operations — and which will continue to accelerate — is the transition from reactive to predictive decision-making. Traditionally, supply chain visibility has been a backwardlooking process. Organizations would monitor shipments, detect delays, and react after the fact. But what we are now seeing — and what will become a dominant expectation — is that visibility solutions will become increasingly forward-looking.
Leveraging real-time data sources such as weather patterns, geopolitical risks, financial markets, and social media signals, organizations will start predicting disruptions even before they occur. It won’t just be about knowing where your shipment is; it will be about anticipating that a disruption is likely and having the tools to make decisions proactively. Predictive insights, rather than retrospective data, will become the currency of competitive supply chains. Furthermore, the idea of multimodal data fusion — where structured
enterprise data combines seamlessly with unstructured external data — will become mainstream. This means that supply chains will be informed by a much richer and more dynamic set of signals than has historically been the case.
Mandar Shirsavakar: Before advancing into the terrain of sophisticated analytics, it is vital to understand where most organizations currently stand. Today, the majority of companies continue to operate within a descriptive analytics paradigm. Their data strategies primarily answer "what happened?" — typically in retrospect.
While descriptive insights have historically supported stable operations, they are increasingly inadequate in an environment marked by rapid change and complexity. Moving beyond this into predictive, prescriptive, and cognitive analytics is not simply a matter of adopting better tools. It requires a fundamental transformation in organizational culture, data literacy, and business processes. Organizations must cultivate a culture where data-driven decision-making is second nature, raise data fluency across all levels, and restructure processes to leverage real-time insights.
A compelling example comes from Manyavar, the leading ethnic wear brand. Without immediately deploying advanced AI or cognitive solutions, Manyavar focused relentlessly on data quality, governance, and analytic discipline. As a result, it achieved less than 3% excess inventory across its network — a remarkable outcome in a sector notorious for supply chain challenges. This illustrates a critical point: Companies that excel in the basics of data management and operational analytics can achieve outsized business performance, even before fully embracing
AI-driven systems. As organizations build toward greater maturity, the next logical step is cognitive analytics.
Unlike predictive analytics, cognitive systems learn, reason, and adapt autonomously, drawing on techniques such as machine learning, natural language processing, and pattern recognition to simulate human thought processes at scale. Yet cognitive analytics is not a shortcut.
It demands that data foundations, organizational readiness, and process maturity are already firmly in place. Only businesses that invest methodically — starting with descriptive analytics and progressively advancing through predictive stages — will be poised to harness the full strategic power of cognitive systems. Thus, the journey from descriptive to cognitive analytics is a gradual evolution, requiring consistent leadership, disciplined capability-building, and a long-term view. Organizations that internalize this progression stand to create lasting competitive advantages in an increasingly data-driven world.
Vaibhav Dhawan: The supply chain landscape is undergoing rapid transformation, bringing with it increasing complexity. Multiple factors are converging—each marketplace operates with different SOPs, newer delivery formats like Same-Day (SDD) and Next-Day Delivery (NDD) are gaining traction, and the explosive rise of quick-commerce is pushing the envelope further by promising deliveries in under 20 minutes.
In response, businesses are no longer looking at tech as a mere reporting or automation layer. They are seeking predictive analytics, intelligent automation, and hyper-flexible networks that can adapt to shifting consumer expectations and operational challenges in real-time. As these complexities scale, brands and enterprises are increasingly turning to professional, full-stack supply chain partners—ones that offer deep tech integration and operational agility—to manage this orchestration effectively and stay competitive.
One game-changing initiative that worked for you — could you share that with us?
Kaushik Mitra: By combining realtime process Intelligence, AI-powered
root-cause insights, and prescriptive automation into one platform, we moved from fragmented dashboards to end-to-end operational orchestration. That integration cut time-tovalue dramatically, slashed process inefficiencies, and fostered seamless collaboration across finance, supply chain, and order-to-cash teams. This holistic platform approach has truly been a game-changer for Celonis and our customers.
Deepika Arora: For me, what has worked is starting with a proof of concept — showing the capability first and then going full scale.
Prashant Patel: For me, it has to be ‘Invest in Supplier Partnerships’. Supply chains are deeply connected. A supplier’s struggle today is our bottleneck tomorrow. I was talking to a logistics solutions provider recently — we don't even use their platform directly in India, but many of our suppliers rely on it. If they hit a roadblock, guess who feels it next? Us. That’s why we believe in stepping in early — collaborating, problem-solving, making their processes stronger. If we help them win, we win too. It's not just partnership; it’s proactive ownership.
Deepak Jain: When I was at CocaCola, one of the key initiatives I led was around IoT and predictive maintenance. We had a huge number equipment i.e. fridges and fountain machines out in the market, and maintaining them efficiently was a major challenge. To tackle this, we started embedding IoT sensors into the equipment to monitor their health remotely. On top of that, we leveraged AI and machine learning to predict failures before they actually happened. It wasn’t a quick win — the entire process took close to 18 months. There was a lot of work involved: building the right data models, cleaning the data, getting teams aligned on new processes. But with consistent effort, we were able to achieve about 70% predictive maintenance. That meant most issues were being identified and fixed before a machine could break down. In the long run, it drastically improved operational efficiency and reduced downtime. The big lesson for me was that if you stay patient, stay clear about the goal, and give technology initiatives the time they need to mature, the results can be transformational.
Vaibhav Dhawan: One of the most impactful decisions we made at Prozo was to build everything in-house and maintain end-to-end control over the entire supply chain experience—both for our clients and their end customers. This approach has allowed us to own every aspect of the service journey, ensuring consistency, transparency, and responsiveness at every step.
Our journey over the past two and a half to three years has been both intense and fulfilling. We've scaled significantly during this time, and achieving that while maintaining service excellence is no small feat. What sets us apart is not just real-time visibility but the ability of our tech stack to surface critical insights about every order and shipment being processed. Whether it's a brand, a warehouse manager, or a customer success executive—every stakeholder has access to the information that matters most.
We’re proud to be one of the most SLA-compliant supply chain service providers in the country today, and that’s largely due to the power and precision of our tech. And we don’t stop there—we push out meaningful feature updates regularly, with major enhancements deployed nearly every month.
Our CCTV-enabled Control Tower that delivers packaging videos on demand to your email inbox within 15 minutes.
A Marketplace Courier Reconciliation module that allows users to map orders and submit claims in under 10 minutes.
An ever-evolving Prozo WMS that’s integrated with all leading marketplaces, enabling clients to operate with true end-to-end visibility without needing to juggle disconnected systems.
This continuous innovation and full-stack integration are what allow us to deliver future-ready, client-centric supply chain solutions every day.
Disclaimer: The views and opinions expressed are solely experts' own and do not represent the official policy, position, or views of their employers or any organization with which they are affiliated.
