CELERITY SUPPLY CHAIN TRIBE OCT 2025 by Celerity Supply Chain Tribe

Customer-First, Agility-Driven, Tech-Powered PUBLISHER’S NOTE

Dear Readers,

The month of September began with a landmark moment for India’s supply chain ecosystem. On the 10 th anniversary of the Make in India initiative, the Government announced a triple set of launches — Logistics Data Bank 2.0 for real-time container and truck visibility, LEADS 2025 to benchmark logistics efficiency globally, and the rollout of Integrated State and City Logistics Plans under the SMILE programme. Together, these initiatives signal a decisive step toward creating world-class, future-ready supply chains for India.

Against this backdrop, our Cover Story takes a deeper look at transformation from the enterprise lens. We bring together CxOs from Supply Chain, Finance, HR, and Business across industries to explore one central question: What does it take to build a truly CustomerFirst enterprise? Their views reveal that customer-centricity today is an enterprise-wide mindset that thrives only when leadership aligns across domains.

Adding strength to this perspective, senior supply chain leaders come together in a panel discussion to examine why Strategic Agility has become the operating principle separating businesses that merely survive from those that thrive.

This issue also dives into how Generative AI can shape the logistics of tomorrow, and presents a blueprint for Reimagining Future-Ready Supply Chains where technology, sustainability, and talent converge. Plus, don’t miss our exclusive interview with Amway, showcasing how its supply chain drives growth and customer delight.

Happy reading,

Charulata Bansal Publisher Charulata.bansal@celerityin.com

www.supplychaintribe.com

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

Logistics Partner: Blue Dart Express Limited

Published by: Charulata Bansal on behalf of Celerity India Marketing Services

08 COVER STORY

CXO Voices: Building A Customer-First Enterprise

The language of customer-first has moved beyond rhetoric into strategy. Yet, its translation differs across industries and boardrooms. For a retail leader, it may manifest as velocity and accuracy in fulfillment; for a manufacturer, it could mean precision, resilience, and quality; while for technology and procurement leaders, it takes shape in data-driven insights, transparency, and responsible sourcing. Each vantage point reveals not just the diversity of challenges, but also the shared recognition that customer value must be the organizing principle of enterprise leadership. In this cover story, we bring together voices from across sectors to explore how CXOs are aligning their functions—whether supply chain, finance, operations, or talent—with the singular goal of designing organizations that think and act customer-first.

FOCUS

04 | GenAI and the Future of Logistics: Predictive, Adaptive, Intelligent

By unlocking capabilities in forecasting, inventory management, scheduling, last-mile delivery, and predictive maintenance, GenAI is helping early adopters move beyond efficiency gains to build Agile, Resilient, and Customer-Centric supply chains, write Dr. Sourabh Bhattacharya, Professor – Operations & Supply Chain Management, Institute of Management Technology, Hyderabad, and Janvi, IMT Hyderabad.

29 | 8-Minute Fulfilment: The Six-Step Blueprint to Reimagining Future-Ready Supply Chains

This article by Ramesh Akella, Senior General Manager – Operations & SCM, Wipro Enterprises Ltd., dives deep into the underlying reasons why traditional supply chains are falling short and lays out a bold Six-Step transformation framework. The goal? To reimagine supply chains as highly agile, tech-driven ecosystems that make the ambitious vision of 8-minute fulfillment – where orders are seamlessly processed and delivered with unmatched speed and precision – a REALITY!

20 | SPECIAL REPORT

Strategic Agility: Building Resilience in Motion

The turbulence of recent years has made one truth abundantly clear: resilience is not about predicting the next disruption, but about preparing to adapt when it inevitably arrives. Strategic agility has emerged as the operating principle that separates businesses that merely survive from those that thrive. This Special Report builds on a dynamic panel discussion that probed how organizations can combine foresight with flexibility—learning continuously, planning across multiple scenarios, and embedding responsiveness into the very fabric of their supply chains.

From Cost Centres to Growth Engines: Strategic Playbook for Agile Supply Chains of Tomorrow

In an era marked by rapid digital disruption, changing consumer expectations, and pressing sustainability imperatives, supply chains are being reimagined as powerful growth enablers rather than just operational cost centres, highlights Sanjeev Suri, Senior Vice President –Global Omni Channel Logistics & CS, Amway India.

GenAI AND THE FUTURE OF LOGISTICS: PREDICTIVE, ADAPTIVE, INTELLIGENT

The logistics sector is at a tipping point. Global supply chains face mounting pressure from volatile demand, rising costs, and customer expectations for near-instant fulfillment. Generative AI offers more than incremental fixes—it enables a fundamental redesign of how logistics networks think, learn, and respond. By unlocking capabilities in forecasting, inventory management, scheduling, last-mile delivery, and predictive maintenance, GenAI is helping early adopters move beyond efficiency gains to build Agile, Resilient, and CustomerCentric supply chains. As Dr. Sourabh Bhattacharya, Professor – Operations & Supply Chain Management, Institute of Management Technology, Hyderabad, and Janvi, IMT Hyderabad argue, this shift signals not just technological progress, but the dawn of a new logistics paradigm—Intelligent by Design and Adaptive by Necessity…

PICTURE THIS… A major shipping port is facing a critical challenge, the challenge of congestion, which is a direct byproduct of global supply chains. This issue is a reason for an increase in costs, shipping delays, and decreased efficiency in the entire supply chain. As the global supply chains continue to expand and the demand for goods continues to surge, the port will be extremely overwhelmed with the quantum of cargo causing bottlenecks in the process.

Now this is an actual issue that was being faced by the ports of Rotterdam, and the remedial actions have been involving generative artificial intelligence. The port of Rotterdam is one of the most advanced ports on the global landscape, and they have now taken a stride further and embraced digitalization. The PortXchange platform provides real-time data on vessel arrival times, the availability of the berth, and the weather conditions, which can be quite unpredictable in the wake of climate chang. Deploying artificial intelligence and predictive analysis, the port has been able to ascertain the traffic

Dr. Sourabh Bhattacharya is a professor of Operations & Supply Chain Management at the Institute of Management Technology, Hyderabad. His expertise span operations strategy, supply chain management, and the application of emerging technologies to optimize business processes. His research interests include the integration of Information and Communication Technologies (ICT) to enhance primary education, embedding sustainability education in business curricula, and, more recently, examining the spillover effects of regulatory frauds on supply chain members. His publications and presentations contribute to global dialogues on innovation, ethics, and sustainability in business and education.

Janvi is a Fashion Technology graduate with handson experience in apparel manufacturing at Arvind Ltd., where she was instrumental in implementing 5S practices and integrating RFID and ERP systems to enhance operational efficiency. With a keen interest in operations and lean manufacturing, she brings a blend of technical expertise and strategic thinking.

and consequent resource allocation. Owing to the fully automated container terminals, there has been a considerable reduction in human error, an increase in cargo throughput, and the minimization of idle time.

This is the kind of disruption that the world is looking at if generative artificial intelligence is adequately deployed.

Everything around us is rapidly changing and so is the landscape of logistics and supply chain. With the advent of generative artificial intelligence, the way we imagine our traditional logistics systems has gone for a tumble. The last five years have made certain tasks and jobs completely obsolete and yet there is evidence that suggests that the adaptation of generative artificial intelligence in logistics has been slow, and managers have not been able to fully tap into what GenAI can do for their logistics systems. However, there is research and theory that also speaks of the wondrous capabilities of GenAI’s abilities.

The limitation that people have in mind is that AI is good enough for chatbots and handling customer or internal grievances, a sort of a frontline in CRM but what is being overlooked are the numerous other possibilities that GenAI can offer in terms of forecasting, inventory management, scheduling, just in time and lean operations because of its ability to parse through mounds of unstructured data and yielding actionable insights in the manner of seconds, generation of reports and so many other tasks that will be discussed below.

However, to be specific, this article is about the disruption GenAI can bring to the domain of logistics and streamlining that facet of operations management, reducing costs, streamlining scheduling of activities and achieving higher customer satisfaction with the overarching

element of increasing efficiency across the whole process. The incorporation of technology in logistics has proven to increase transparency in the process, elimination of non-value activities, and early detection of problems for speedy redressal.

THE CASE OF DIGITAL TWINS FOR LOGISTICS SYSTEMS

Digital Twins are also a niche use case for artificial intelligence to augment and improve the way we look at logistics. A digital twin is exactly what the name suggests, a digital likeness of the model whose efficacy is to be improved nonvalue added activities to be reduced if not eliminated, what was supposed to be offline models has now been converted into real-time portrayal of situations and issues that may crop up.

Although there are numerous technologies that are involved in the creation of a digital twin, the way AI has transformed this is by leveraging historical data and real time data paired with machine learning frameworks to make future predictions in the context of the particular asset.

Comprehensive data on the movement of goods can help reduce unnecessary movement and reduce wastage in operations. The Singapore Port Authority is working with a consortium of partners, including the National University of Singapore, to develop a digital twin of the country’s new mega hub for container shipping. Effectively the usage of the data can bring about spatial models to life and thus provide actionable insights.

Dramatic improvement in the power and the usability of advanced analytics tools has led to a major change in the way that companies are extracting and analyzing data from big and complex

datasets and hence the deploy ability in digital twins for logistic systems.

THE CASE OF LAST MILE DELIVERY OPTIMIZATION

Customers are increasingly expecting their deliveries to reach them quicker (withing 24 hours of placing the order if we are talking about the exact figures) and if logistics providers wish to rise to the occasion, then the implementation of artificial intelligence is paramount, predominantly to save costs and increase efficiency.

Data suggests that for consumers, the speed of the delivery is the determining factor in their online purchase decisions, and a slower delivery time could potentially lose that customer. Hence, developing a robust logistics system is important. However, the implication of last-mile delivery for logistics companies is high operational costs, lack of real time data analysis, high costs of fuel consumption, static route planning which would and could cause unpredictable delays which could drastically alter the time of arrival.

There is also research that shows that the business owners who are embracing AI-driven solutions to personalize their offerings are experiencing higher engagement and conversion rates, reason being? AI can pull in information from multiple sources, including traffic databases and meteorological data, and analyze this very same data to streamline delivery routes and tracking packages, thus increasing the end-to-end visibility in supply chains. Predictive analytics can be used to forecast demands and fleet scaling. DHL uses AI insights to minimize unnecessary extra stops and trips, which means a decrease in fuel consumption and cost-cutting. The traceability that is generated because of the deployment of

Predictive analytics can be used to forecast demands and fleet scaling. DHL uses AI insights to minimize unnecessary extra stops and trips, which means a decrease in fuel consumption and cost-cutting. The traceability that is generated because of the deployment of AI means better co-ordination between the stakeholders and thus provides better customer service and better solutions to meet the ever-increasing consumer demand.

Zara, the fast fashion giant, has changed the landscape of how we look at the apparel industry by combining its inventory management technology of RFID tags with AI. Items are tagged individually; the inventory is being tracked in real time, and the restocking is quicker as demand is being gauged automatically. The inventory accuracy rate has reached a whopping 98% as the sales velocity is being tracked and so is the stock. This eventually results in lesser markdowns and minimizing inventory holding costs. According to a study, the implementation of RFID technology can lead to a 25% reduction in inventory holding costs and a 30% reduction in stockouts.

AI means better co-ordination between the stakeholders and thus provides better customer service and better solutions to meet the ever-increasing consumer demand.

DRIVERS FOR COMPANIES TO USE GenAI

These are the times of disruption and putting a spotlight on a common, flawed assumption about supply chain operations. That assumption being that traditional supply chain models were only designed to handle predictable patterns of demand and supply. Natural disasters, geopolitical conflict and the like caused sudden spikes in demand, and supply, leading to significant shortages and delays for lean supply chains. They aren’t equipped to meet customer expectations in a volatile and unpredictable world. As major black swan events become more frequent and intense, companies must reimagine their supply chains for a future filled with more pervasive disruption. The enterprise customers and their customers expect a new normal from the supply chain industry. The customers want digital -first experiences in their enterprise transactions that mirror what they get in their personal commerce interactions, online, transparent, endto-end, real time and mobile. There are multiple advantages of adopting artificial intelligence in the supply chain:

Route Optimization: Real time traffic updates and the integration of maps in AI systems and robust data driven insights can help with the optimization of routes for the fleet of vehicles.

w Amazon uses artificial intelligence to optimize its routes to support fast delivery promises. They have deployed machine learning in their route planning models which analyse the delivery addresses, the historical data, driver availability, weather and traffic conditions to fine tune the delivery processes in real time.

w Coming to the home grounds, DHL is making strides in implementing generative AI and IoT to optimize itineraries and reduce idle time. The trucks receive real-time traffic weather data and help drivers optimize their delivery routes, which has then led to a 20% decrease in the transit time which implies major cost savings and better vehicle maintenance.

Demand Forecasting: Past data, Present data and the movement and tracking of the inventory can help managers to better understand what and how are the goods moving and can thus help better plan and understand the production and save on costs. Walmart has not shied away from implementing AI technologies to streamline its supply chain, which is necessary if they want to maintain their position as the world’s largest retailer. The company has large pools of data which are comprised of point-of-sales systems, customer demographics, economic indicators, weather patterns etc., and the company has leveraged this data to churn out insights into the demands which help better inventory allocation. The AI can identify new patterns and trends; they can also predict the most efficient

delivery routes. The company has been able to reduce logistics costs, increase revenue, and improve on-time delivery rates because of their AI initiatives.

Inventory and warehouse management: There can be severe issues with understocking and overstocking in the inventory, especially in a FMCG landscape where inventory management can be a real issue in cost cutting, AI can again with the help of past data help navigate these issues. Zara, the fast fashion giant, has changed the landscape of how we look at the apparel industry by combining its inventory management technology of RFID tags with AI. Items are tagged individually; the inventory is being tracked in real time, and the restocking is quicker as demand is being gauged automatically. The inventory accuracy rate has reached a whopping 98% as the sales velocity is being tracked and so is the stock. This eventually results in lesser markdowns and minimizing inventory holding costs. According to a study, the implementation of RFID technology can lead to a 25% reduction in inventory holding costs and a 30% reduction in stockouts.

Supply Chain Automation: A lot of paperwork, verification, authorization eats up valuable time and with the help of AI, rote work can be outsourced to AI leaving people to focus on the more problem-solving aspect of the operations.

Predictive Maintenance: Predictive maintenance uses IOT, past data and automation to conduct predictive

maintenance and with the analytical skills of AI and its ability to store and map abundant data in a manner of seconds, predictive maintenance becomes easier and helps reduce downtime. Tesla has been using AI in its predictive maintenance; the vehicles they manufacture are complete with a wide range of sensors that collect data in realtime which analyses the performance of the vehicle and if the vehicle is deviating from the normal operating standards, the system alerts the consumer that it’s time to take the vehicle to be serviced before a breakdown occurs. This minimizes downtime and enhances the overall customer experience. This proactive approach from the company gravitates customers towards the product as well. This data collected can also provide insights into the performance of the product at large to the company.

Real-time tracking and Visibility:

Real time tracking can give managers enough data for decision making, providing a more accurate delivery time to customers and improving customer satisfaction. There are multiple companies that are using artificial intelligence in their tracking technologies and freight management, Decathlon being one of them, they have completely automated and digitalized their final transaction processes for customers owing to their robust RFID technology that has been implemented end-to-end, which also ultimately provides managers insights into how the flow of inventors is occurring.

Customized Logistics Solutions:

AI plays an important role in personalization by tailoring services and experiences to meet individual business and customer needs. By analyzing diverse data sources, AI can uncover patterns in customer preferences and behaviors, enabling businesses to offer more relevant and timely services. For instance, a 2021 McKinsey report found that over 90% of consumers consider two- to threeday delivery as the standard, while 30% now expect same-day delivery. To meet these rising expectations, AI enables personalized routing, optimized delivery schedules, dynamic pricing models, and deeper insights into return behaviors and

customer feedback. These capabilities not only boost customer satisfaction and loyalty but also help businesses stand out in an increasingly competitive market.

BARRIERS FOR COMPANIES TO USE AI

The limitations of GenAI come into the picture the moment we shift the focus on the nomenclature, since it is limited to generative data and cannot predict any anomalies in demands forecasting or even unprecedented changes in weather patterns. Other than that, other challenges have been listed below.

w High Initial Investment: One of the barriers that AI has is that the initial cost is very high and requires significant cost analysis to even understand if the incorporation is a wise choice for the business or not, the process of onboarding AI systems could also potentially mean uprooting all the prior systems that have been in place for a long time and may require extensive personnel training which would also further drive up the cost.

w Complexity: The systems can be complex to understand by the personnel and incorporating these changes can be difficult and there could be resistance among the employees to change.

w Job Disruption: There are many jobs that have disappeared ever since the advent of AI and at the same time many jobs have been created. AI can take over repetitive tasks and optimize processes and outperform people in certain avenues and requires certain technical skills to be able to work with AI at an extensive level.

WHY ARE COMPANIES FAILING TO IMPLEMENT AI?

In an interview with Joannes Vermorel, the founder of Lokad, Conor Doherty, the host, delved into why AI initiatives tend to fail in supply chain management despite high expectations. Vermorel argued that the issue is not AI but deeprooted systemic issues that need to be

addressed at grassroot level instead of expecting AI to act like a band-aid on these issues. Vermorel contends that mainstream practices which are rooted in methods from decades ago are fundamentally flawed. These include Request for Proposals (RFPs), traditional time-series forecasting, safety stock formulas, and service level targets- all of which fail to capture the economic complexity of real-world supply chains. These issues cannot be rectified by the implementation of artificial intelligence.

RFPs tend to be exhaustive and assume the organizations understand what it is that they need, which makes what could otherwise be a simple streamlined procurement process a bureaucratic nightmare laced with red tape. Similarly, Time series forecasting has been used as a tool for demand forecasting, but it too has its limitations as it tends to rely on aggregated data and fails to capture the nuances of variability in customer demands, this is increasingly dangerous in the present volatile markets.

The calculation methods for safety stocks are also flawed. The concept of safety stock is to mitigate the risks in inventory management, but the models followed to arrive at that are deterministic and simplistic which again fail to understand the actual economics of inventory decisions and can increase costs and inefficiencies.

Vermorel emphasized eliminating certain geriatric practices from the supply chain after acknowledging the outdated paradigms on which companies are operating. The adoption of AI can be a supplemental solution, but it cannot fix systemic issues. The results that AI will produce will be misguided as it does work on historical data.

FINAL THOUGHTS

Gen AI is here to stay and the best foot forward for management is to work in tandem with these tools and implement them in the various ways possible and leverage the advantages that they are providing. As the world moves forward, meeting consumer needs in saturated markets will require cutting-edge technology and data-driven decisions of which one of the major tenets is going to be generative artificial intelligence lest the businesses render obsolete.

CXO Voices: BUILDING A CUSTOMER-FIRST

The language of customer-first has moved beyond rhetoric into strategy. Yet, its translation differs across industries and boardrooms. For a retail leader, it may manifest as velocity and accuracy in fulfillment; for a manufacturer, it could mean precision, resilience, and quality; while for technology and procurement leaders, it takes shape in data-driven insights, transparency, and responsible sourcing. Each vantage point reveals not just the diversity of challenges, but also the shared recognition that customer value must be the organizing principle of enterprise leadership. In this cover story, we bring together voices from across sectors to explore how CXOs are aligning their functions— whether supply chain, finance, operations, or talent—with the singular goal of designing organizations that think and act customer-first.

Turning Intent into Impact

The real test of customer centricity lies in intent. Organizations that prioritize experience over cost build supply chains capable of delivering speed, accuracy, and trust. When investment and processes are aligned with this intent, the supply chain shifts from a backend function to a true differentiator, asserts

Surya Kanta Dash, VP – Supply Chain Head – PBG, Reliance Retail.

In a highly retail-oriented supply chain, how does a ‘Customer-first’ approach translate into speed, accuracy, and satisfaction—and how do these elements reinforce each other?

After three decades in supply chain, I often simplify it to a single truth: everything is supply chain. Wherever demand and supply exist, there is a supply chain. Unfortunately, we tend to compartmentalize it—warehousing, customer service, sourcing/purchasing, finance, transport, sales, rest all other functions—when in reality all are part of one ecosystem.

Now, when we speak of being ‘Customer-Centric’, the real test is whether organizations put the customer before cost. Too often, companies optimize for cost first and only later worry about whether the customer is satisfied. My experience at Nokia offers a powerful lesson. In 2007, when Nokia held nearly 70% market share, customer service emerged as the biggest pain point. Mobile phones had become indispensable to daily life, and any breakdown created panic. Customers would spend hours waiting in service centers.

Recognizing this, Nokia invested nearly ₹35 crore to build a supply chain model that offered visibility and speed in repair and return processes—even in an era without today’s advanced logistics or courier systems. The result was that a customer in Guwahati could see their phone move seamlessly through repair centers in Delhi and receive it back within a committed timeline. That intent—investing in customer service— drove speed, accuracy, and satisfaction simultaneously.

Today, with technology, big data, and real-time visibility tools, companies have even more powerful levers. Customers

expect transparency: they want to track their order, see its status, and be reassured about delivery accuracy. The key point is this—speed, accuracy, and satisfaction don’t happen in isolation. They flow directly from the company’s intent to prioritize the customer experience, and when that intent is backed by disciplined processes and investment, the supply chain truly becomes a competitive differentiator.

From your experience in retail, how does a customer-first approach shape network strategy—especially when balancing demand diversity, seasonality, and cost efficiency? At its core, network strategy begins with understanding the customer. Every expansion decision must start by mapping the type of customer in that locality—their segment, purchasing power, and behavior. A metro city, a Tier2 town, or a seasonal market like Kerala during Onam all demand very different distribution approaches. Unless you segment correctly, your network risks being either overbuilt or under-serving.

Second, today’s retail environment is defined by multi-channel and omnichannel dynamics. Customers may buy through B2B, B2C, distributors, or e-commerce platforms—but they expect seamless availability regardless of channel. That means network planning must ensure stock can be replenished quickly and efficiently, minimizing lead time and maximizing fill rates.

Technology becomes the backbone here. Without integration—both internal systems and external partner platforms—the data flow breaks, and you lose the ability to make accurate, timely decisions. Integrated technology also allows scalability, which is crucial

during peak seasons. For example, around Independence Day sales, festive periods like Diwali, or big events like Big Billion Days, demand often spikes beyond forecasts. The real test is whether your warehousing and last-mile partners can scale up throughput at short notice.

Finally, seasonality requires judicious planning of inventory—placing the right stock at the right place, at the right time. Building flexibility into the network, supported by predictive data and reliable partnerships, ensures that when demand surges, customers see availability, not stockouts. And when customers consistently find what they want, loyalty strengthens, and cost efficiency naturally follows.

As environmental sustainability becomes increasingly important to customers, how are retail industries planning to handle electronics, fast moving and other products from an environmentally conscious perspective, particularly regarding recycling?

Sustainability is becoming a key focus for our customers, and it is increasingly shaping how we manage products across our retail ecosystem. Currently, India’s recycling processes comply with Extended Producer Responsibility (EPR) guidelines and other environmental standards, ensuring that we all should

handle waste in a responsible and regulated manner. For more complex categories like electronics, compliance and recycling are managed through outsourced vendors, but always under strict internal systems and controls to ensure regulatory adherence.

Looking to the future, we all should be committed to enhancing both environmental management and customer education. One example one can take initiatives around electronic waste: instead of customers discarding old products casually, we can run structured campaigns where consumer can deposit items such as old mobile

phones at our stores and receive incentives in return. This approach allows principal/manufacturers to collect waste in a controlled manner, ensuring it is recycled or disposed of correctly while also engaging customers in responsible consumption practices.

Ultimately, for all of us, strategy should be to integrate sustainability into the core retail experience—combining regulatory compliance, operational rigor, and consumer awareness—so that environmental responsibility becomes a shared goal of retail and its customers.

Investing in Customer Success

Financial prudence is not about cost-cutting alone, but about channeling resources deliberately into areas that strengthen customer success. When the customer grows, the business inevitably grows too, avows

Narendrra Arora, Head of Finance – AMEA, CMR Surgical.

As a financial leader, how do you strike the balance between driving financial efficiency and enabling customer growth—essentially managing costs while maximizing external value?

The role of finance today is not about being a gatekeeper of cost but about being deliberate in deciding where to invest. Sustainable businesses are built when finance leaders bring discipline to capital allocation, while ensuring investments are directed toward what truly matters to customers. One important shift is to involve finance much earlier in the planning cycle. When finance comes in only at the end, decisions tend to reduce to a “yes or no.” But if they are engaged at the outset—leveraging their datadriven insights—organizations can make sharper, more customer-focused choices. Another lever is to rethink the KPIs we track. Not all investments yield immediate financial returns. Metrics such as customer stickiness, Net Promoter Score, and product utilization

are strong indicators of long-term value. These should be treated as leading signals of growth, not secondary considerations. Finance can also play a transformative role by solving real-world challenges for customers. For example, in my current industry, the products we sell—surgical robots—are capital-intensive purchases for hospitals. By enabling financing options or ownership models that reduce upfront burden, we make adoption easier and create win–win outcomes. Similarly, investments in training surgeons—onboarding, retraining, refresher sessions—must be viewed not as overhead but as growth capital that directly enhances customer experience and loyalty.

Ultimately, it is about shifting the mindset: financial prudence is not about cost-cutting alone, but about channeling resources deliberately into areas that strengthen customer success. When the customer grows, the business inevitably grows too.

Are we truly factoring customer inputs when shaping business plans, or are we simply pushing products to the market?

Let me share a real-life example from my own industry that illustrates the power of truly listening to the customer. When we set out to build our first surgical robot, we were entering a market already dominated by a global leader who had launched their system more than two decades earlier. Their technology was remarkable for its time, but it had inherent limitations. The machine was a monolithic, single-tower system, weighing upwards of 2 tons. Once installed in an operating theater, it was virtually immovable. Hospitals had to dedicate an entire space to the system, which restricted flexibility and demanded significant capital outlay.

Our founders chose not to replicate but to reimagine. They began with an exercise in humility—listening. Nearly a hundred surgeons across diverse specialties were interviewed, not with generic questions but with a focus on pain points: What about the current system doesn’t work for you? What would you change if you could? The responses were candid and consistent: surgeons wanted modularity, mobility between operating theatres, and seamless integration into the existing hospital workflow.

Those insights became our design compass. Instead of one immovable tower, we built a modular system comprising four robotic arms and a separate console. The entire setup weighs around 900 kilograms—less than a third of the incumbent model—and can be

moved from one theater to another with ease. Suddenly, a hospital didn’t need to dedicate a single OR; the same system could be leveraged across multiple departments, dramatically enhancing utilization and return on investment.

And this is the larger takeaway: innovation wasn’t driven by engineering brilliance alone. It was shaped by an unwavering commitment to the voice of the customer. By putting their needs at the center, we transformed the product from being just an alternative to becoming a disruptive force. That, to me, is the real power of customer-centricity—it doesn’t just refine a product, it reshapes an entire industry.

Culture-Led Customer Centricity

Customer centricity begins with culture. When genuine insights guide strategy and intelligent execution delivers with precision, organizations achieve loyalty and efficiency in tandem. Cost advantage then ceases to be a compromise—it becomes the natural dividend of putting the customer first, highlights Kapil Pathare, Deputy Managing Director, VIP Clothing.

In a fast-moving, cost-sensitive category, how do you balance velocity, precision, and costefficiency to consistently meet customer expectations and build brand loyalty?

The balance begins with culture, not process. At our company, we have institutionalized a simple yet powerful practice: every boardroom has one chair kept empty to represent the customer. That chair reminds us that every strategic discussion must be anchored in customer value, not just operational convenience.

Now, if we look at innerwear as a category, the complexity is immense. We deal with countless SKUs across sizes, colors, and styles, yet sales ultimately happen in assortments. A single missing color in a pack can disrupt the entire supply chain. To manage this, we run on a 90-day cycle from procurement to

market, and demand forecasting becomes the backbone. For replenishment, fastmoving SKUs—which typically account for 80% of volume—are placed on a continuous manufacturing model. This ensures consistency on the shelf, while allowing agility to manage the remaining 20% with more precision.

Technology has been a gamechanger. With automation embedded across production, every piece—from the very first to the thousandth—is cut and finished with equal precision. This not only enhances speed but also optimizes costs, giving us scale without compromising quality.

When it comes to flexibility, postponement strategies in our category are limited, as working capital is already locked into the 90-day cycle. Instead, our lever lies in vendor consolidation and prioritization. By creating a tiered supply base, we ensure quick responsiveness

Customer-first financial leadership demands a shift from product-push to insightled design. This means putting mechanisms in place to continuously capture feedback, analyze behavioral shifts, and understand emerging expectations. It also requires courage to act on these insights—even if it means revisiting product portfolios, rethinking go-to-market models, or stretching investment in areas that may not yield immediate returns but build enduring relevance.

when shifts in demand occur. Here, data plays a critical role. Ahead of Onam, for example, we analyze retail, e-commerce, and modern trade data to pinpoint which colors, styles, and sizes will surge in Kerala. That predictive insight allows us to reallocate resources swiftly, ensuring the product the customer wants is always available at the right place and time.

So, whether it’s through customerfirst governance, disciplined forecasting, automation-driven execution, or dataled agility, the philosophy remains the same: keep the customer at the center. Because if the customer finds what they want, at the right time and price, loyalty follows—and cost efficiency becomes a natural outcome rather than a trade-off.

How do you integrate customer insights into business planning?

In many organizations, business plans are often developed in closed rooms by a few decision-makers and then simply cascaded down the hierarchy. This approach tends to leave the supply chain as the most visible execution arm, often bearing the brunt when sales don’t match forecasts, leading to rising inventory and working capital pressures. The key question is whether customer inputs are genuinely embedded in the planning process, or if the focus remains solely on pushing products to the market.

In our category, customer input is nonnegotiable. And when I say "customer," it extends beyond the end-consumer to include our distributors and retailers as well. We operate on two distinct but complementary fronts. First, we actively engage with our trade partners— especially our top distributors—who not only contribute significant volumes but also offer strategic insights on market trends, demand shifts, and competitive

dynamics. Our team is engaged in dialogue with top distributors pan India, ensuring their feedback for any new product to launch as a part of our strategic thinking to get better pulse of market.

Second, we gather direct consumer insights through rigorous market research, including mystery shopping and product appeal studies conducted by our marketing team. These initiatives help us understand not just how products perform on shelf, but also how packaging, positioning, and messaging resonate with consumers.

Together, these dual inputs—trade and consumer—provide a balanced, data-driven perspective. They inform our business strategy, help shape new product development, and serve as benchmarks to align our plans with real market needs, rather than assumptions. This approach keeps us sharply focused on delivering value to the market, ensuring we build solutions that truly meet customer expectations.

As entrepreneurs and CXOs, how do you approach technology adoption so that it enhances the consumer experience, potentially making price a secondary consideration?

Technology adoption is always a strategic decision, but it comes with costs, so as entrepreneurs we constantly evaluate both the financial ROI and the value it adds to operations. For example, in my factory, we implemented an automatic cutting machine imported from Italy at a cost of around 2 crore rupees. Previously, the cutting process was manual and relied on 45 unskilled workers, which led to inconsistencies in product quality. Importantly, introducing the

machine did not eliminate jobs. Instead, those 45 workers were upskilled and trained, taking on more critical roles within the operation. The technology improved consistency, reduced errors, and enhanced overall efficiency, while simultaneously transforming the workforce into a skilled team capable of handling higher-value operations.

From an entrepreneurial perspective, technology should not be viewed purely through a monetary lens. Its true impact lies in value creation—improving product quality, operational efficiency, and workforce capability. When implemented thoughtfully, technology not only strengthens the business internally but also enhances the consumer experience, allowing companies to differentiate on quality and service, rather than competing solely on price. Ultimately, technology adoption becomes a tool for strategic transformation rather than just an operational upgrade.

Reimagining Cost Strategy

Cost and sustainability can no longer be pursued in isolation—they are now inseparable levers of competitiveness. With most costs locked in at the design stage, choices around materials, recycling, and reverse supply chains directly shape both reliability and responsibility. The real opportunity lies in treating sustainability as a strategic enabler, not a compliance burden, while reframing the cost conversation around long-term value rather than just price, asserts

Manoj Kumar, Chief Integrated Supply Chain Officer, Crompton Greaves Consumer Electricals Ltd.

In a cost-sensitive market like India, how do you balance the intensity of execution with sustainability mandates— especially when speed is critical, working capital is tight, and customer expectations are rising?

In the past, cost and sustainability were often treated as separate priorities, but today, the two are deeply intertwined and cannot be considered in isolation. At Crompton Greaves, we focus on delivering reliable products to our customers. There is a common perception that only virgin materials can ensure product reliability. However, raw material costs, such as copper, have increased dramatically— from around $4,500–$5,000 per ton in 2005–2006 to about $9,000 today— making it increasingly critical to identify functional alternatives that maintain product reliability while optimizing costs.

Cost management is no longer solely the responsibility of procurement or sourcing. It is built into the organization across all functions, requiring collaboration and breaking of silos. We recognize that 80–90% of the cost is determined at the design stage, with only 10% left for optimization downstream. This means that strategic design decisions, aligned with sustainability and cost considerations, are crucial for delivering competitive products.

Sustainability initiatives, such as recycling and adherence to Extended Producer Responsibility (EPR) regulations, illustrate both challenges and opportunities. Currently, sustainable recycling in the electronics industry remains limited. The opportunity lies in building robust reverse supply chains,

ensuring raw materials are collected and recycled sustainably, and integrating these materials into product design from the outset.

Ultimately, the key is to view sustainability as a strategic enabler rather than a compliance burden. By aligning product design, cost optimization, and sustainable material use, companies can deliver reliable, environmentally responsible products while managing working capital effectively. This approach transforms current challenges into longterm opportunities for both business and industry-wide impact.

Where do you strike a balance between expecting customer centricity and paying the cost for it, especially in a competitive environment where margins are under pressure?

I’d like to highlight a concept I learned during my stint at LG: the critical distinction between price and cost. Price is often seen as the number negotiated between a buyer and a supplier, while cost reflects the value embedded in the solution. Unfortunately, many procurement professionals focus solely on negotiating the lowest price and miss the bigger picture of true value addition.

The challenge is educating the buyer within the organization to recognize the supplier’s value proposition. If a supplier can clearly articulate the unique value they provide—whether it’s enhanced reliability, innovative solutions, or long-term support—it helps shift the conversation away from price alone. However, when suppliers offer run-of-themill solutions, they are forced to compete

purely on price. The real opportunity lies in differentiating the service or solution. Convincing buyers of this is difficulty, but every time a new value proposition emerges, suppliers have the chance to step out of the commodity mindset.

As entrepreneurs and CXOs, how do you approach technology adoption so that it enhances the consumer experience, potentially making price a secondary consideration?

At Crompton Greaves, we are already navigating this transition. Consider the example of induction-based fans, which

have been a standard technology for decades. We are not only working to further enhance capabilities of induction platform, while also adopting and experimenting with newer technologies. In current form, BLDC (Brushless DC) fans technology is moving towards stabilization phase and enhancing energy efficiency. While consumers are gradually recognizing the benefits, manufacturers play a critical role in building awareness and educating the market about the value proposition of these new technologies.

The adoption patterns are telling… induction fans are growing at about 6–7%, whereas BLDC fans are seeing much higher growth, around 25–30%. One of the reasons new technologies initially cost more is that economies of scale have not yet been established. However, once consumers perceive the value and understand the benefits—be it energy savings, efficiency, or longevity— adoption accelerates significantly.

This trend is not limited to fans. We see similar patterns across other categories, such as lead-acid versus

lithium-ion batteries or LED versus CFL lighting. The role of CXOs and management is crucial in these scenarios: they must anticipate technology shifts, understand the evolving value perception for consumers, and drive educational initiatives that facilitate rapid adoption. By doing so, companies can stay ahead in the market, create meaningful value for consumers, and manage technology transitions strategically, balancing cost, innovation, and market readiness.

Culture in Action

An organization’s true values surface not in statements, but in stakeholder experience. When employees feel safe to speak up and customers consistently encounter empathy and accountability, cultural alignment is real. The strategic imperative lies in integration— empowering teams, leveraging data, and enabling cross-functional collaboration so that customer-first thinking and sustainable practices reinforce each other. This convergence transforms values from aspiration to execution, embedding purpose into every decision and interaction, states

Aparna Sharma, Independent Director & HR Advisor.

From both a customer perspective and a boardroom lens, how can one truly evaluate whether an organization has the right talent, strategy, and culture to embody a “customer-first” mindset?

That’s a very relevant question. Evaluating whether an organization is genuinely wired around customer satisfaction requires looking beyond what leaders say and focusing on what stakeholders actually experience.

First, I always listen closely to employees—both current and former. What they share verbally is important, but what they don’t say often reveals even more. Non-verbal cues, disengagement in meetings, or a lack of openness can expose cultural gaps, even when management claims transparency. Platforms like Glassdoor, where former employees feel free to speak candidly, provide unfiltered insights into the real culture once the fear of reprisal is gone.

Second, I look at customers’ voices. How do they describe their experience when interacting with the company’s employees? Do they feel heard, understood, and supported? Are employees proactive in offering solutions, or do they simply acknowledge issues without follow-through? Customers, like employees, are crucial stakeholders, and their feedback often reflects whether the organization is truly living its stated values.

Third, observation is critical. For instance, if leadership emphasizes openness but team members remain reticent in discussions, that contradiction signals a cultural misalignment. Culture is not what’s written in the value statement—it’s what people practice daily. Ultimately, customer-centricity cannot be a slogan; it has to be visible in behaviors, decisions, and everyday interactions. If employees and customers consistently report experiences that reflect empathy,

accountability, and solution-orientation, then the organization is likely aligned with its customer-first promise. If not, it suggests a serious disconnect between stated intent and "LIVE" reality.

How are companies moving towards enhancing their sustainable footprints?

Let me share an example of Lafarge, which used to operate in cement and building materials. I saw firsthand how fly ash, a byproduct of cement manufacturing that was once considered waste, has found significant value in construction applications. Today, fly ash is incorporated into various types of concrete, including temperature-controlled mixes, as well as into aggregates used in pavers and other construction materials. What is remarkable is that this practice has evolved organically over the past decade. Initially, it wasn’t pursued explicitly as a sustainability initiative, but over time, it has proven to be a highly effective way to reduce carbon emissions and the environmental impact of construction materials. By turning a waste product into a usable resource, companies not only minimize landfill usage but also contribute to a circular economy within the building materials sector. This example highlights how innovative approaches to byproduct management can deliver both environmental and operational benefits, making sustainability an integral part of business strategy rather than just a compliance exercise.

In such a cost-sensitive and fastmoving space, how do you strike the right balance between velocity, accuracy, and affordability so that customers always find what they want on the shelf, without drifting to another brand?

From the standpoint of an

Independent Director, I see the challenge of balancing velocity, accuracy, and affordability as fundamentally linked to how well the organization aligns its strategy with its people and culture. As Boards, our role is to ensure that leadership doesn’t just focus on shortterm operational metrics, but also builds a sustainable, people-centered approach that enables long-term resilience. In my experience, it’s the people on the ground – empowered, engaged, and equipped with the right capabilities – who make the difference between a product simply being available and the customer feeling genuinely valued. I emphasize the importance of cultivating a culture where employees are encouraged to take ownership of the customer experience, rather than merely executing tasks.

At the same time, as part of governance, we encourage investments in digital tools and data-driven processes that provide accurate, real-time insights, enabling the business to respond quickly and cost-effectively to changing demand. But technology alone doesn’t solve the puzzle; it’s the combination of human judgment, a clear purpose, and strong leadership that drives disciplined decisions. Ultimately, from a Board perspective, the sustainable balance lies in nurturing an ecosystem where strategic foresight meets human empathy – ensuring that customers always find what they need on the shelf and feel confident in the brand they trust.

How does a customer-first approach shape network strategy—especially when balancing demand diversity, seasonality, and cost efficiency?

A customer-first approach fundamentally reshapes how we think about network

strategy, especially in a complex environment of diverse demand patterns, seasonality, and cost pressures. From a Board and Independent Director standpoint, I see it as a responsibility to guide organizations to design their networks not just for operational efficiency, but with the customer’s evolving needs at the center. It starts with understanding that every decision in the network – from warehouse locations to inventory allocation and logistics –must ultimately serve the customer’s expectation of choice, availability, and convenience. This requires robust data systems that provide real-time visibility into demand trends, coupled with a culture where teams are encouraged to interpret these insights through a customer lens.

What I often emphasize at the Board level is that balancing cost efficiency should not lead to a rigid, one-size-fitsall approach. Instead, it should drive thoughtful investments in flexibility and agility—whether through scalable infrastructure, dynamic routing, or innovative last-mile solutions. And these can only succeed when people across functions are aligned on a shared purpose: delivering the right product, at the right time, in the right place.

From an HR and governance perspective, enabling cross-functional collaboration and empowering teams to make customer-centric decisions creates an ecosystem where seasonality and demand diversity are seen as opportunities to innovate, rather than as challenges to contain. This people-led, purpose-driven approach ensures the network doesn’t just function efficiently but evolves in step with customer expectations, reinforcing trust in the brand over time.

A customer-first approach fundamentally reshapes how we think about network strategy, especially in a complex environment of diverse demand patterns, seasonality, and cost pressures. From a Board and Independent Director standpoint, I see it as a responsibility to guide organizations to design their networks not just for operational efficiency, but with the customer’s evolving needs at the center.

From Frontline Alignment to Strategic Leverage

When employees see their goals reflected in the organization’s purpose, performance becomes personal. Strategic procurement evolves from cost control to value creation through trust-based supplier partnerships. In digital-first models, technology isn’t just a tool—it’s a framework that binds pricing, marketing, and customer engagement. The common thread is integration: aligning people, platforms, and partnerships to deliver enduring customer impact and operational resilience, remarks Manpreet Kaur, Founder & CEO, Vivantaa Capital.

What role can employees play in aligning customer goals with the long-term value an organization seeks to build?

While customers are often seen as the ultimate external stakeholders, it is the employees who serve as the true frontline warriors of any organization. They are the internal stakeholders, and their alignment is critical. Unless individual KPIs are directly connected to the organization’s vision and mission, sustainable growth cannot be achieved.

Research shows that engaged employees who are aligned with organizational goals deliver 17% higher productivity, which translates into a 21% boost in profitability. This underlines the powerful link between employee motivation, customer satisfaction, and business performance.

To illustrate, let me share a personal example from my early career at American Express, a Fortune 500 company known for its “zero defect” Kaizen philosophy. Just two years into the system, I identified a defect in a critical process. Beyond merely reporting it, I dedicated hours outside my mandate to correct it, ensuring a seamless outcome for the customer. This act not only resolved the issue but also earned recognition at a global level—I was invited to New York to receive an award from then Global CEO Kenneth Chenault. Importantly, this individual effort contributed to American Express India’s overall rating being elevated.

The lesson here is clear: when employees are inducted well, coached

effectively, and see their KPIs linked with the organization’s customerfirst ethos, even a single individual can create transformational impact— shaping customer outcomes, business performance, and even the organization’s global standing.

How can procurement strategies go beyond focusing solely on price?

While price remains an important lever in procurement, a purely transactional focus can limit the strategic potential of the function. Procurement is not just about managing costs—it’s about creating value through supplier relationships. Organizations that cultivate long-term, trust-based partnerships can transform suppliers into strategic collaborators, and in some cases, even financiers.

Through supply chain finance, suppliers can provide funding directly to buyers, reducing reliance on external financial institutions while generating additional trading margin for the company. This approach allows organizations to optimize working capital, strengthen the supply chain, and create mutually beneficial arrangements. Leading companies such as Nokia, Siemens Networks, and Cargill have institutionalized this strategy with dedicated trade and structured finance divisions, enabling them to support customers internally and enhance both operational and financial performance.

The key takeaway is that strategic procurement extends beyond price negotiations. By leveraging supplier

relationships, structured financing, and innovative collaboration, organizations can build a sustainable competitive moat, enhancing resilience, profitability, and long-term value creation across the supply chain.

As entrepreneurs and CXOs, how do you approach technology adoption so that it enhances the consumer experience, potentially making price a secondary consideration?

In a D2C (Direct-to-Consumer) model,

technology is integral to both pricing strategy and customer engagement. Unlike traditional retail, consumer behavior in D2C is predominantly online, which means that costs related to Customer Acquisition (CAC) and digital marketing—such as meta spend on social media campaigns—are built directly into the Maximum Retail Price (MRP) of the product. This ensures that every unit sold

accounts for the investment in reaching and acquiring the customer.

For startups and emerging D2C brands, this model is critical because it allows the business to align technology adoption with marketing strategy and operational costs from the outset. The digital-first approach not only drives visibility and engagement but also ensures that pricing reflects the true cost

of acquiring and retaining customers. By integrating technology, marketing spend, and pricing strategy into a single framework, entrepreneurs can optimize customer reach, manage profitability, and scale sustainably in a highly competitive online market.

Making Customer-Centricity Measurable

Customer-first should not remain a lip service, it’s a discipline. It demands investment in people, systems, and suppliers who can deliver consistent value. The best organizations don’t chase every cost saving; they balance efficiency with long-term brand trust. Sustainability, digital adoption, and supply chain resilience are no longer optional, they’re part of how businesses will compete in the next decade. For leaders, the real test is whether they can combine strategy, execution, and culture to keep the customer at the centre while still driving profitable growth, asserts Sanjay Desai, Advisor and Independent Director at multiple companies.

How do you balance customercentricity with cost pressures in today’s competitive environment?

If you look at some of the best Supply Chain models (Apple, Schneider, GE) they don’t view procurement the way most companies do. Apple, for example, sells at a premium (iPhone at ~$2,200 vs. others at ~$180-1800) because it runs an ecosystem of quality and reliability. When I was running a $250 million Revenue P&L, cost was rarely the main point of discussion. The focus was always on value: strong warranties, dependable service, and a product that won’t fail in the market. The principle is simple, Quality In, Quality Out. Invest in quality inputs, and you secure long-term customer trust. Apple, for instance, sells a high ASP (average selling price) product, so the cost doesn’t impose the same pressure as in low-priced segments. In contrast, service providers in the lowprice range constantly face the challenge of cost reduction.

Cost should never be viewed in isolation as just a financial burden. It must be assessed in relation to the value it adds to the product, the experience it creates for the customer, and the efficiency it brings to the overall supply chain. Some costs are unique as they enable a more sustainable investment in customer-centric services. We cannot treat cost ONLY as top focus at the cost of Customer satisfaction.

What practical steps are companies taking to embed sustainability in their operations?

Two notable supply chain models to study are Xerox and Dell, though similar practices are also followed by companies like HP. These organizations have developed highly structured programs for collecting and recycling used cartridges and toners. Their recycling programs ensure that close to ~65% of the materials / parts used in printers/ cartridges and toners are “scavenged” and

In fast-moving, cost-sensitive markets, speed, precision, and efficiency are interdependent. Organizations that align culture around the customer, design processes that deliver agility without inflating costs, creating consistent experiences that build loyalty. Customer insights must inform planning, not follow it. Understanding why customers make choices allows businesses to anticipate demand, localize offerings, and reduce wasted spend. Efficiency and customerfirst culture converge when strategies are grounded in real customer needs, producing both financial discipline and sustainable loyalty.

reused to make “refurbished” products with only ~35% of raw materials go to landfills. This isn’t new, these companies have built it into their product life cycle for decades.

The message here is that sustainability isn’t an afterthought. It starts at the product design stage, with end-of-life considerations planned in. That means lower environmental impact, more efficient operations, and a stronger supply chain. The lesson is clear: sustainability isn’t just a “green” choice, it’s a business advantage.

From both a customer perspective and a boardroom view, how can we truly evaluate if an organization has the right talent, strategy, and culture to live a “customer-first” mindset?

The easiest way to test this is to look at decisions during moments of pressure. Does the company still put the customer first when margins are squeezed, or do they cut corners? Talent plays a big role here, like, if your leaders and frontline teams have been nurtured in a culture where customer success is non-negotiable, that will show. I’ve seen organizations with excellent strategies on paper, but they fail because there was no human touch or planning in final execution.

From the boardroom, the direction is simple, repeat customers, long-term supplier partnerships, and employee retention. These are outcomes of a strong culture. If customers keep coming back and employees are proud to represent the brand, then customer-first does not remain as strategy, it’s embedded in the

execution DNA of the company!!!

In a cost-sensitive and fastmoving environment, how do you balance speed, accuracy, and affordability so that customers find what they need, without shifting to another brand?

This is the essence of a good supply chain design. Speed without accuracy is chaos. Accuracy without speed frustrates customers. And affordability without either doesn’t help the business to sustain. The trick is to integrate the three, not treat them as trade-offs. In my work across MedTech/ IT /Consumer Tech industrial products, the companies that got it right invested in visibility, clear demand signals, data-backed planning, and agile logistics. That allowed them to run lean, avoid overstocking, and still deliver on time. If customers trust that they’ll always find what they want on your shelf, loyalty grows, even in cost-sensitive markets. Example Dell’s Enterprise Gaming products.

How does a customer-first approach influence network strategy, especially when balancing demand diversity, seasonality, and cost efficiency?

Network design strategy is where the rubber meets the road. You can’t claim to be customer-first if your distribution footprint doesn’t align with your supply planning strategy. In markets with seasonal demands, like festivals in India, back-to-school in the West, or Chinese New Year period in SEA, your network needs built-in flexibility to expand as required. A customer-first supply chain

invests in multi-node networks, regional hubs, and sometimes even temporary capacity increase to absorb peaks. Yes, it costs more upfront, but it prevents stockouts and lost sales. I often remind leaders that a lost sale during a peak season is not just revenue missed, its reputation lost. The customer remembers who failed them and rebuilding that trust is 8 to 10 times harder than investing in a smarter network upfront.

How should entrepreneurs and CXOs approach technology adoption so that it truly enhances customer experience, making price less of a factor?

Technology is not the ‘Mother of all solutions’ as it is usually made to sound. Too often, companies chase the latest tool without aligning it to the customer journey. The right approach is to ask: how does this tech make life easier for my customer? If the answer is clear, faster service, more transparency, seamless interaction, then adoption makes sense. In my advisory work, I’ve seen price become secondary when customers feel valued. Think of how Amazon invested in one-click buying or how Tesla uses OTA updates. Customers are willing to pay more because the experience is frictionless. For entrepreneurs and CXOs, the lesson is simple: let technology amplify your customerfirst strategy, not replace it. If it enhances trust, convenience, and reliability, price naturally takes a back seat over right investment in technology.

Strategic Agility: Building Resilience in Motion

STRATEGIC agility today is less about predicting the exact nature of the next disruption and more about preparing organizations to adapt quickly when it strikes. Scenariobased planning has become central to this shift. Instead of relying on linear forecasts, companies are increasingly stress-testing their supply chains against multiple “what if” scenarios—ranging from raw material shortages to sudden demand surges—so that they are never caught flat-footed. The essence of agility lies not in knowing what will happen, but in being ready for whatever may happen. What stood out is that agility is not a single playbook but a mindset—shaped by data, sharpened by technology, and sustained by culture. Panellists weighed in on the pace of innovation: how startups leverage greenfield advantage to scale at speed, while incumbents grapple with the inertia of legacy systems. They debated whether automation and AI can truly neutralize disruption risks, and what a five-year roadmap for digital adoption might realistically look like. Beyond tools and technologies, the conversation circled back to the human dimension: redefining agility not just as faster execution, but as smarter, context-aware decision-making. As companies rethink distribution models, recalibrate customer value, and invest in adaptive operating structures, one theme is clear—strategic agility is less about chasing certainty and more about mastering change itself.

Startups have set the bar high by showing how clean-slate models— cloud-native, asset-light, and digitally integrated—enable them to pivot rapidly when markets shift. In contrast, established players often find their legacy systems and rigid processes slowing them down. Yet scale, supplier networks, and deep market access can become powerful assets if incumbents selectively modernize, whether by adopting modular digital tools or co-innovating with startups through partnerships and internal “digital garages.” The future will likely belong to those who can blend startup speed with enterprise strength.

Technology is emerging as the new muscle of agility. Artificial intelligence and automation are no longer optional— they are becoming the backbone of resilient operations. AI-driven forecasting is already reducing demand

errors significantly, while automation in warehouses and last-mile delivery is lowering dependency on labor during crises. Many leaders now see five-year digital adoption roadmaps—anchored in predictive analytics, autonomous planning, and real-time visibility—as essential to managing uncertainty. The challenge is less about access to technology and more about seamless integration, ensuring that AI delivers value through clean, connected, and contextual data.

Yet agility cannot be reduced to tools and processes alone. It is as much a mindset as a capability. The most resilient organizations are those that empower teams to act decisively, strike a balance between efficiency and optionality, and treat disruptions not as setbacks but as opportunities to strengthen future preparedness. Continuous learning plays a pivotal role here—capturing lessons from past shocks, institutionalizing scenario drills, and embedding a culture that treats every crisis as a data point for the future.

Ultimately, supply chain agility is being redefined—not as speed for its own sake, but as the ability to absorb shocks, adapt intelligently, and emerge stronger. By weaving scenario planning, technological muscle, and a culture of continuous learning into their DNA, companies are proving that the true competitive advantage lies not in chasing certainty, but in mastering change itself. The following perspectives from practitioners and thought leaders provide a closer look at how these ideas translate into real-world strategies.

In today’s volatile and competitive marketplace, agility has become a buzzword. Drawing from your 18 years at Asian Paints, how do you define supply chain agility, and what has been your approach to achieving it?

Satyendra Patidar, General Manager – Supply Chain, Asian Paints PPG:

If I look back 15–20 years, planning was very different. We relied on multiyear forecasts, fixed spreadsheets, and a linear approach—once you made a plan, you largely stuck with it. But the world has changed. Geopolitical shifts, Covid-19, evolving demand patterns, and new competition have disrupted those old assumptions. In this environment, agility is no longer optional; it is central

to survival and growth.

For me, agility rests on two broad foundations—planning and execution. Planning is still critical, but it must be modular and flexible. Instead of static five-year roadmaps, we now need plans that allow for mid-course corrections every quarter, sometimes even sooner. Whether it is procurement contracts, capex for manufacturing, or the distribution network, each element must be designed with flexibility. For example, a factory investment that once assumed stable demand over five years must today factor in the possibility of significant shifts within two years.

On the execution side, I see three essential levers. First, processes— systems and planning tools must enable quick responses, not just monthly updates but even weekly or fortnightly adjustments. Second, people—true agility is cultural. It requires teams that can think on their feet, work in sync, and adapt collectively; it’s not just a top-down directive but an orchestra that must play together. Third, technology—legacy systems often limit responsiveness, so adopting digital solutions that support agile planning and distribution is vital. For instance, shifting sourcing from China to Vietnam or Indonesia can change lead times and costs overnight; only dynamic tools can help manage such volatility.

So, in essence, supply chain agility is about flexible planning, empowered teams, and adaptive digital systems. When these three pillars work together, organizations can not only withstand disruption but also turn it into a competitive advantage.

India’s economy is entering an exciting but complex phase. Alongside large corporations, MSMEs and SMEs are becoming critical growth drivers. With the rise of D2C and omni-channel models, increasing consumer expectations, and intensifying competition, how is your company strategizing to stay ahead in such a fragmented supply chain landscape?

Rajiv Ganju, Sr VP Manufacturing & Global Supply Chain, Luminous Power Technologies: That’s a very pertinent question. I'd like to give a simple analogy: the kitchen. To me, it's the perfect example of a supply chain.

I grew up in Kashmir, where winters meant blocked roads and six months of ration stored in advance. Compare that to today: if you want an egg in the morning, you order it, and it’s delivered instantly. Back then, if guests arrived—whether two or twenty—no one ever went hungry because the kitchen managed demand planning and forecasting so seamlessly. The underlying principle, however, remains the same: a supply chain, just like a kitchen, must never break.

The pandemic was a profound wakeup call, moving supply chain discussions from the factory floor to the boardroom. It has become a strategic differentiator and a key enabler of business continuity. On the global front, COVID-19 exposed the risks of overdependence on a single hub, such as China. That was a wake-up call. This global disruption underscored the need for diversified and resilient supply chains. This is a clear opportunity for our nation. With our young workforce, competitive labour costs, and vast pool of engineering talent, we are uniquely positioned to be a central player. To seize this moment, we must excel in three parameters: quality, cost, and delivery.

To achieve this, we must empower the Tier-2 and Tier-3 SMEs and MSMEs who supply nearly 70% of components. Without strengthening them, no final product can be world-class. We are focusing on adopting a cluster-based manufacturing approach, which fosters collaboration and efficiency at scale.

Another critical area is technology. Traditional demand planning no longer works. Today, it’s about demand sensing—using modern tools like generative AI, conversational AI, and predictive analytics to capture shifts in real time. For instance, when we began our solar business, we planned for 500 MW capacity. Before that plant was even

Satyendra Patidar, General Manager – Supply Chain, Asian Paints PPG

Technology—whether robotics, AI, or digital platforms—is an enabler, not the solution. True supply chain leadership begins with clarity: defining the problem you are solving or the opportunity you are unlocking. E-commerce thrived not because of apps, but because it delivered convenience; Uber succeeded not because of GPS, but because it solved the challenge of reliable transport. In organizations, success comes from identifying the opportunity— be it responsiveness, efficiency, or customer experience—and then applying automation and AI to realize it. The future belongs to predictive, seamless, and customer-centric supply chains that create real, lasting value across the organization and ecosystem.

operational, demand spiked, forcing us to scale to 1.3 GW, and even that is not enough. This pace of change shows why digital tools are indispensable. Of course, the quality of data is fundamental.

Finally, we are tackling logistics, where our costs are among the highest. We are embracing multimodal logistics, shared warehousing, and platforms that pool loads to optimize transport. This is about creating efficiency for everyone; imagine companies with complementary seasonal demands sharing warehouses, for example. The formula is clear: if we can align our supply chains around these parameters, we will not just catch up but set our own benchmarks.

Supply chain innovation today is driven by technology, automation, and new distribution models. How are you harnessing these levers to scale operations and create value for your customers?

Rajiv Ganju: Sometimes, when we're too focused on cost, we miss the bigger picture. Take the hundreds of idle cameras in a factory, often just monitored by a security guard. With simple video analytics software, those same cameras can track intrusions, monitor safety, and even link with a weighing machine to automate scrap tracking. You are turning an existing asset into robotic process automation at minimal cost.

Another example is quality control. By connecting measurement tools to a system and adding a generative AI layer, we can automate the "OK" or "not OK" decision, eliminating manual work. You don’t need an expensive, custom-built robotic arm. Our own maintenance team can build a basic one for as little as ₹30,000 using servo motors and software integration. When teams do this, they upskill and take ownership, focusing on

preventive maintenance instead of just firefighting. Small automation projects often provide returns in just six months. So, automation is about smart, low-cost adoption with a fast payback.

Kapil Premchandani, Founder & MD, KD Supply Chain Solutions:

That’s a very relevant question. India is on a journey to becoming a $5 trillion economy, with ambitions to eventually reach $17 trillion. To handle growth at such scale, businesses need a strong interplay of manpower and technology. Supply chains today can’t rely solely on traditional practices; automation and innovation are critical.

Let me give a few examples. A typical truck loading or unloading process takes one to two hours. In our warehouses, where 50–150 trucks move daily, we’ve introduced innovations to cut turnaround times. One of the solutions we’re evaluating is from a Finnish company, Actiw, which offers automated loading systems. With their patented plate-based technology, a truck can be loaded in just 10 minutes—provided the entire inventory is palletized. CocaCola has already deployed this approach successfully, reducing turnaround times significantly.

Another area of innovation is warehouse design. Earlier, goods were stored on the ground; now, we store vertically. This shift requires heat maps to track throughput, helping us place high-velocity goods closer to docks to reduce picking and loading time.

We’re also exploring sustainable practices. Traditional wooden pallets are being replaced with pallets made from agro-wast-e, reducing carbon emissions. Similarly, we’re optimizing routes and experimenting with shared warehouse spaces where multiple companies can

consolidate operations. This aggregation builds the scale necessary to justify higher investments in automation, which typically require a two-to-five-year payback.

On the order fulfillment side, quick commerce has raised the bar. In the world of modern retail, some operations process 10,000–15,000 B2C orders a day, while quick commerce players push the boundaries with volumes nearing 100,000. To keep pace with this scale, automation is stepping in—robotic picking and robotic arms are streamlining fulfillment and boosting throughput. What once seemed futuristic is now commercially viable, thanks to the sheer growth in volumes that make automation not just possible, but practical.

Yet speed and efficiency are only part of the equation. As automation scales, safety becomes equally critical. A careful balance between man and machine is essential to ensure smooth operations. For instance, consolidated picks are generated rather than orderspecific picks, keeping pickers away from high-traffic aisles. Human movement is also restricted in zones where highreach trucks and forklifts operate. These measures not only reduce the risk of accidents but also sustain the efficiency that automation enables.

To sum up, innovation in supply chain is not about one big change but a series of small, thoughtful interventions—be it faster truck loading, vertical storage optimization, pallet sustainability, robotic automation, or safety systems. As volumes grow, these innovations will only accelerate, making supply chains faster, smarter, and safer.

Chetan Kumria,

Founder & MD, Xcell Supply Chain Solutions:

I think it’s a very hands-on perspective on where we

Rajiv Ganju, Sr VP Manufacturing &

Global

Supply Chain, Luminous Power Technologies

Innovation is never just about ideas—it is fundamentally about timing. Solve a problem too early, and the market isn’t ready; solve it too late, and it becomes mere catch-up. Consider the smartphone: Motorola introduced it before its time, but Apple succeeded by aligning timing, technology, and ecosystem. Today, we face a similar inflection point with immersive digital ecosystems and the metaverse. The next wave of disruption will enable seamless, direct engagement between companies and customers—where transactions, co-creation, and experiences happen in real time. The opportunity lies in reimagining marketplaces as interactive, relationship-driven ecosystems.

stand with technology and automation today. It reminds me of something from about 22 years ago when I was based in Hong Kong, managing the Asia Pacific supply chain. We used to visit China back then, where we had around 42 factories in places like Dalian and other remote regions—all of them running with robotics and automation even then.

I also remember visiting a factory in Brussels, Belgium—Backster Ware. It was a dark factory, meaning not a single person was present in the warehouse. It shipped to about 140 countries, entirely managed by robotics. We literally had to switch on the lights to walk inside. That was 20 years ago, and now I feel it’s India’s time. It has taken us a while, but technology adoption here is finally accelerating. The challenge, however, is that we’re a very cost-conscious market. It’s not that companies don’t want to invest in these technologies in India, but our consumers still want a ₹2 product. That creates constraints.

Quick commerce players, many without formal supply chain teams, have digitized and scaled at breakneck speed, while traditional companies remain tied to manual, legacy processes. What enables these startups to disrupt so fast, and are legacy systems holding established players back?

Rajiv Ganju: Innovation is not just about ideas—it’s about timing. If you solve a problem too early, the market isn’t ready to adopt it. Solve it too late, and it’s no longer innovation, it’s catchup. A classic example is the smartphone. Motorola introduced one well before its time, but it was Apple that brought it to market at the right moment with the right ecosystem. We’re now standing at a similar inflection point.

We are now at a similar inflection point. With the rise of the metaverse and immersive digital ecosystems, the next wave of disruption will be virtual marketplaces. Imagine companies and customers interacting directly in a seamless environment—browsing, transacting, and experiencing products in entirely new ways. This won't just add a new sales channel; it will redefine what we mean by omnichannel.

The inevitable shift is from B2Bdominated systems to more direct B2C engagement. Why should a customer’s journey still be mediated by multiple intermediaries when technology allows for frictionless, real-time interaction? In the future, the company and the customer will not just transact—they will converse, co-create, and build relationships in ways we’re only beginning to imagine today. That is where the true opportunity lies.

Milind Mandlik, Supply Chain

Director

– Asia Pacific, Ashland India: There’s a very fitting analogy. A shark confined to a tank can only grow to the size of its environment, but when released into the ocean, it has the space to grow to its natural potential. For decades, large and established companies have operated within their own ‘tanks’— bound by structures, regulations, legacy systems, and deeply embedded ways of working. These frameworks created discipline and reliability, but they also limited how far and how fast organizations could stretch.

Startups, on the other hand, entered the ‘open ocean.’ They weren’t burdened by inherited processes or constrained by the fear of disrupting existing models. Free from legacy baggage, they challenged conventions, experimented at speed, and scaled with agility. Their ability to think without boundaries—and to leverage

digital tools from day one—allowed them to transform the very fundamentals of supply chain execution.

The real lesson here is not just about technology adoption, but about mindset. Established companies need to recognize that what held them steady for years may now be holding them back. To unlock their full potential, they must step out of the ‘tank’ of legacy processes and embrace a more open, experimental, and agile way of working—just as startups do. That mindset shift is what will truly differentiate future-ready supply chains. I’d emphasize that this is not only about tools or technology but also about behavior and change management. Frameworks like S&OP and S&OE are essential, but they cannot operate in a vacuum. They need to be tied closely to commercial realities and, most importantly, to customer expectations. Without that connection, supply chain efforts risk becoming one-sided—robust in process design, but lacking real business impact.

Satyendra Patidar: I would look at this from a slightly different lens. Tools and technologies—whether robotics, e-commerce platforms, or IIoT systems—

Milind Mandlik, Supply Chain Director – Asia Pacific, Ashland India

Legacy organizations were built for scale and control—but today’s winners are defined by speed, relevance, and adaptability. Startups didn’t just move fast; they thought differently. They questioned assumptions, embraced ambiguity, and built with the customer at the center. To lead future-ready supply chains, we must do more than upgrade systems—we must upgrade mindsets. That means empowering experimentation, connecting process to purpose, and leading with the courage to challenge what made us comfortable. The future belongs to those who think like startups and act with intent.

are, at the end of the day, just enablers. The more fundamental question every supply chain professional must ask is: what problem am I really solving, or what opportunity am I unlocking, for my organization and the larger ecosystem?

If you think about it, e-commerce did not succeed simply because of technology—it succeeded because it addressed the problem of convenience. Uber was not about apps and GPS—it was about solving the hassle of booking and the assurance of reliable availability. The technology was the enabler, but the clarity of the problem being addressed was the real driver.

In our organizations too, that clarity is critical. Once we define the opportunity— whether it’s responsiveness, cost efficiency, or customer experience—then automation and AI can be deployed with much greater impact. For me personally, success is defined very simply: my sales team should win every single order. That means the supply chain must deliver such superior quality, consistency, and service reliability that customers see clear value, even at a premium. If that requires transforming forecasting, redesigning distribution, or rethinking demand planning, then that’s where I

focus my energy. Problems will always be dynamic, but once they are clearly defined, solutions tend to follow.

The encouraging shift I see today is that automation is becoming more accessible. Thanks to economies of scale in IIoT and cloud-based platforms, solutions that once seemed prohibitively expensive are now well within reach for many organizations. This democratization of technology is a huge advantage.

Looking ahead, I believe the real inflection point will come from the shift away from traditional B2B models toward B2C and even direct-to-consumer models. Why should a salesperson still be burdened with manually managing distributor inventory? Why should orders rely on phone calls, emails, and manual entry into ERP systems? This model feels increasingly outdated in a digital-first world.

In the next five years, this process has to change fundamentally. We need systems that are predictive, automated, and seamless—where inventory, demand, and fulfillment are all digitally synchronized. That shift, in my view, will be the true game-changer in how supply chains operate and deliver value.

Kapil Premchandani, Founder & MD, KD Supply Chain Solutions

We stand at an inflection point. Digital infrastructure, affordable data, and UPI-led payments have not just enabled transactions—they have redrawn the very architecture of commerce. The real breakthrough lies in how we bring timing, technology, and flawless execution together to unlock new possibilities. Supply chains are no longer static pipelines; they are dynamic, living systems. The shift toward direct engagement between companies and customers is not a passing trend—it is an irreversible transformation. The future belongs to supply chains that are faster, smarter, more responsive, and deeply customer-centric. This is not about removing intermediaries, but about reimagining value itself.

Kapil Premchandani: To bring this into perspective, the idea of going directto-retail or even direct-to-consumer is not entirely new. In fact, FMCG majors in India experimented with it years ago—Hindustan Unilever’s Project Samadhan in Chennai and Project Sangam in Mumbai were early attempts to cut through the distributor layer and service retailers directly. The vision was right, but the timing wasn’t—digital infrastructure was weak, supply chains weren’t agile enough, and retailers themselves weren’t ready to adapt. As a result, those pilots remained limited in scale. But what seemed premature then has become viable today.

With the explosion of digital infrastructure, affordable data, UPIled payments, and a more tech-savvy consumer and retailer base, the ecosystem is finally aligned. That’s why models like BigBasket could scale so rapidly—they didn’t reinvent the wheel, they capitalized on the foundations laid earlier, but brought timing, technology, and execution together. The signal is clear: the future supply chain is shifting toward more direct engagement between companies and customers. The pace may vary by sector and capability, but the trajectory is irreversible. This isn’t just about bypassing intermediaries— it’s about building supply chains that are more responsive, data-driven, and customer-centric.

How do you envision the roadmap for strategic agility in supply chains? Specifically, how are you integrating AI and automation, and what does your five-year technology adoption plan look like for managing disruptions?

Milind Mandlik: Automation is not new to us. I recall my own eight-and-ahalf-year stint with Covestro (formerly

Chetan Kumria, Founder & MD, Xcell Supply Chain Solutions

Two decades ago, I saw robotics revolutionize factories in China and dark warehouses in Europe ship worldwide without human intervention. What was then a glimpse of the future is now India’s moment. We have the rare opportunity not just to adopt technology, but to leapfrog into a new era of supply chains—one that is intelligent, autonomous, and globally competitive. Our greatest challenge is aligning this ambition with the realities of a costconscious market, but if we succeed, India will not simply join the global transformation—it will define its next chapter.

known as Bayer MaterialScience) across Asia, where developed markets were already far ahead. I was personally part of the ‘No-Touch Order’ concept back in 2008–09 when the US and the German companies were actively experimenting with automation.

Post-COVID, the urgency to accelerate data collection, integrate predictive models, and move multiple steps ahead became clear. AI and automation are no longer “nice-tohave” but foundational to supply chain competitiveness. When I look across Asia, the story varies. Countries like Singapore, Hong Kong, and Australia are technologically advanced, even if their economies are relatively flat. However, customer behavior differs—Japan and Australia, for example, plan and forecast meticulously, smoothing supply management. Developing economies like India, Indonesia, and Thailand, however, require far more demand sensing. This is where AI and automation bring immense benefits.

At our organization, we are transitioning to integrated business planning (IBP). Alongside IBP, we run Sales & Operations Execution (S&OE) at frequent intervals to flag risks— whether shortages or disruptions—and plan mitigation. End-to-end visibility is another priority, enabled by TMS, SAP integrations, AI-driven forecasting, and demand sensing tools.

Looking ahead five years, I see AI, IoT, and blockchain becoming the foundation of supply chain strategy. However, every industry is unique—you can’t simply replicate the Amazon or Flipkart models. What matters is aligning with business needs and prioritizing cost-effective solutions. For us, that means scaling automated warehouses and investing heavily in digital twin technology, which mirrors real operations and helps test

multiple scenarios. Metaverse-based planning is another emerging frontier— offering predictive insights and virtual decision-making environments.

India is catching up quickly. Our SMEs and subject-matter experts are now delivering the kind of support that earlier required global platforms. The talent pool is deep, and that gives me confidence. However, adoption still varies. Each industry weighs investments carefully, as customers ultimately drive cost pressures. Nevertheless, with the right AI frameworks, augmented reality, and digital-first mindsets, I believe we can achieve resilience and agility.

MASTERING CHANGE, NOT CHASING CERTAINTY

The disruptions of the past have only been a preview of the volatility that lies ahead. Climate shocks, geopolitical realignments, fluctuating demand cycles, and accelerating technological change will ensure that uncertainty remains a permanent feature of global supply chains. In this future, success will not depend on eliminating disruption but on anticipating it, absorbing it, and turning it into a source of advantage.

Equally important, the future of agility will be defined by culture as much as by technology. Organizations that empower their people to act on insights, institutionalize continuous learning, and foster cross-functional collaboration will create operating models that are both adaptive and enduring. Those that learn to master change—rather than chase the illusion of certainty—will not only survive the next era of disruption but actively shape it. In doing so, they will set the pace for what supply chains of the future are meant to be: intelligent, resilient, and primed for growth in an unpredictable world.

FROM COST CENTERS TO GROWTH ENGINES:

Strategic Playbook for Agile Supply Chains of Tomorrow

In an era marked by rapid digital disruption, changing consumer expectations, and pressing sustainability imperatives, supply chains are being reimagined as powerful growth enablers rather than just operational cost centers. No longer limited to optimizing logistics and reducing expenses, modern supply chains are expected to deliver Agility, Resilience, and Real Customer Value. Sanjeev Suri, Senior Vice President - Global Omni Channel Logistics & CS, Amway India, stands at the forefront of this transformation. With a deep belief in data-driven decisionmaking, cross-functional collaboration, and people-first leadership, he leads the charge in reshaping supply chain strategy into a commercial growth driver. In this candid conversation, Sanjeev Suri shares his strategic playbook for building future-ready supply chains, blending digital fluency with human insight to drive meaningful, measurable impact in a fast-changing world.

What are the top priorities for supply chain leaders today in building agile, customer-focused, and tech-enabled ecosystems?

The supply chain is undergoing a significant transformation today. It is no longer about being efficient; it is much beyond. It is about being resilient, adaptable, and delivering real value to customers, driven by government policies, technological advancement and evolving customer expectations. To me, the top three priorities of a supply chain leader should be, first, to enhance endto-end visibility for faster, data-driven decisions, responding to market shifts and managing risk before it escalates. Second, to embrace customer-centric thinking at every stage of the value chain and third, to adopt scalable and flexible technologies to adapt to changing market requirements. At Amway India, we focus on using technology not just to optimise operations, but to enhance the overall customer experience. For us,

a future-ready supply chain is intelligent, responsive, and built around the people it serves.

How can large consumer-facing organizations transform their supply chains from being cost centers to value creators?

In this evolving landscape, to reposition the supply chain into a value driver rather than just a cost center, the organization must shift focus from efficiency to enabling growth, enhancing customer experience, and supporting innovation. To truly create value, we need to view the supply chain as a commercial enabler. This means using advanced analytics to improve product availability, optimise service levels, and build demand-driven, responsive planning models. The goal is to innovate smartly, creating impact without unnecessary complexity or cost. At Amway, this value creation is driven by deeper collaboration across functions, i.e., marketing, sales, and product management, resulting in faster speed-to-market and delivering a more seamless end-customer experience.

How do you personally approach talent development in supply chain roles, especially with the rise of digital, data science, and automation?

I believe in fostering a culture of continuous learning, where supply chain professionals develop both their digital fluency and operational instincts. It is not enough to understand systems and tools; they also need to grasp how things operate in practice. That’s why I make sure my team gets their boot on the ground, spend time at warehouses, hubs, and with vendors. Real capability is built through hands-on problem-solving in the field and cannot be developed from behind a desk. Of course, technical skills are important. At Amway, we invest in upskilling in areas like data analytics, scenario modelling, and automation tools. We also focus on developing business acumen, cross-functional collaboration, and adaptability, enabling our teams to experiment, learn quickly, and lead change with confidence.

What are the key leadership behaviors required to foster cross-

To truly create value, we need to view the supply chain as a commercial enabler. This means using advanced analytics to improve product availability, optimise service levels, and build demand-driven, responsive planning models. The goal is to innovate smartly, creating impact without unnecessary complexity or cost. At Amway, this value creation is driven by deeper collaboration across functions, i.e., marketing, sales, and product management, resulting in faster speed-to-market and delivering a more seamless end-customer experience.

functional collaboration between supply chain, commercial, and digital teams?

From my experience, I have learnt that the best cross-functional collaborations are built on transparency, shared goals, and a deep sense of collective ownership. It is not just about aligning processes— it’s about aligning people. As a leader, I prioritise open communication, empathy, and active listening—especially between supply chain, marketing, and sales teams. These teams must talk, challenge, and support one another to drive meaningful outcomes. Collaboration doesn’t happen by chance—it’s a behaviour that must be encouraged and modelled. Trust grows when everyone is working toward the same KPIs and outcomes. It’s also important to stay curious, welcome diverse perspectives, and create space for honest dialogue. At Amway, we take this seriously. Across functions, we come together to solve challenges with one clear motto: One Team. One Goal!

What role do real-time visibility and predictive analytics play in building a resilient supply chain—and how can leaders drive adoption at scale? Markets today move fast, and disruptions hit too hard; therefore, real-time visibility and predictive insights have become essential for building resilient, futureready supply chains. They empower teams to anticipate disruptions, manage risk proactively, and better align supply with ever-shifting demand. Here at

Amway India, we understand that the value doesn’t lie in the data alone—it’s in how teams apply it. That’s why we are investing in intuitive tools, building cross-functional capabilities, and driving adoption through effective change management. As our teams are seeing how insights are having a business impact, data is becoming a true enabler of smarter, faster decision-making.

How do you inspire frontline and mid-level supply chain professionals to take ownership of innovation, customer satisfaction, and continuous improvement? Empowerment is at the core of driving innovation and continuous improvement. I believe in helping teams see the bigger picture—how their everyday efforts impact customer experience, cost efficiency, and sustainability goals. When people understand the “why” behind their work, they take greater ownership. That’s why we actively recognize innovative thinking, encourage local improvements, and create platforms for ideas to emerge from the ground up. Real change doesn’t always start at the top; it often comes from those closest to the action. People are at the heart of everything we do at Amway. Building the culture of trust, recognition, and shared purpose with continuous improvement becomes part of how we work—it’s not an initiative, but a mindset which is deeply rooted in our values and founder’s fundamentals, defining who we are and how we act.

The future belongs to those who can lead with clarity in a tech-enabled world— blending strategic thinking with digital fluency and a keen sense of accountability. At Amway, we are progressively embedding AI, starting with intelligent chatbots and process automation to drive faster resolutions and enhanced distributor experiences as part of customer services. Going forward, we plan to integrate AI into the bot to deliver hyper-personalized support, enabling data-driven business decisions and ensuring a consistently satisfied customer base.

Can you share a recent example where decisive leadership was required to manage a supply chain disruption or shift in consumer behavior?

While we have many examples given the changing market dynamics, the one that stands out and is more recent is during the COVID-19 recovery phase, when we witnessed a sudden and significant shift in consumer demand across key markets. It called for bold, data-driven decisions made at speed—rerouting shipments, reprioritising SKUs, and working together with our last-mile delivery partners. What made the difference was our ability to act with clarity and confidence, while ensuring transparent and frequent communication across teams. These efforts helped us stabilise operations quickly and maintain customer trust during a critical time. At Amway India, this phase became a turning point. We improved delivery speeds significantly, with a strong focus on enabling next-day deliveries. Today, our pin code coverage exceeds 90% across India, making the ordering experience faster, smoother, and more accessible than ever before.

What are some effective ways to integrate ESG and sustainability goals into day-to-day supply chain decision-making?

Embedding ESG principles into supply chain decisions is no longer optional— it is essential. As one of the largest contributors to resource use and waste generation, the supply chain offers significant opportunities for impact if we lead with intent. At Amway India, we ensure that every decision we take aligns with basic compliance standards—but we do not stop there. Sustainability is factored into how we

source, move, and deliver, with a clear focus on reducing waste and improving efficiency across the value chain. This is exemplified by Amway’s LEED Goldcertified Manufacturing Plant, where we integrate sustainability into every step of our supply chain through energy efficiency, renewable power, and responsible sourcing. Over 59% of energy comes from wind and solar, 95% of fuel from LPG, and water needs are met through 100% recycling and rainwater harvesting. Additionally, 50% of sourcing is done locally to cut transport emissions, and waste is managed through the 4R principles—Reduce, Reuse, Recycle, and Recover—to promote sustainable resource management. As leaders, it is our responsibility to ensure that business goals and environmental priorities go together. When ESG becomes part of the decision-making DNA, meaningful and measurable change follows.

How do you see leadership evolving in supply chain functions as we move toward an era of AI-driven, intelligent operations?

AI is rapidly reshaping the way supply chains operate—and with it, the role of supply chain leaders. It is no longer enough to simply oversee processes. Today, leadership is about orchestrating intelligence, agility, and innovation across the value chain. This shift means embracing AI not just as a tool, but as a core enabler of better decisions and leaner, more adaptive systems. Leaders need to be comfortable with data, open to ethical complexities, and able to connect the dots across functions and partners—quickly and purposefully. The future belongs to those who can lead with clarity in a tech-enabled world—blending

strategic thinking with digital fluency and a keen sense of accountability. At Amway, we are progressively embedding AI, starting with intelligent chatbots and process automation to drive faster resolutions and enhanced distributor experiences as part of customer services. These innovations have improved efficiency and satisfaction. Going forward, we plan to integrate AI into the bot to deliver hyper-personalized support, enabling data-driven business decisions and ensuring a consistently satisfied customer base.

What advice would you offer to emerging leaders looking to build long-term, impactful careers in supply chain and operations?

If I were to sum it up, I would say: stay curious, remain focused on the customer, and develop both your digital expertise and people skills. Do not be afraid to step into unfamiliar roles—whether it is planning, procurement, logistics, or sustainability. The broader your range of experiences, the better you will be at connecting the dots and understanding the larger picture. Adaptability is essential. Disruptions will continue to occur, sometimes without warning, and it is our responsibility to remain prepared, stay grounded, and keep the business moving forward. Above all, lead with integrity. That is what earns trust, and in this field, trust is everything.

MINUTE FULFILLMENT: THE SIX-STEP BLUEPRINT TO REIMAGINING FUTURE-READY SUPPLY CHAINS

In today’s fast-evolving business landscape, customer expectations for speed, reliability, and personalization are at an all-time high. Yet, many supply chains continue to struggle with outdated processes, fragmentation, and inefficiencies that undermine their ability to keep pace. This article by Ramesh Akella, Senior General Manager – Operations & SCM, Wipro Enterprises Ltd., dives deep into the underlying reasons why traditional supply chains are falling short and lays out a bold Six-Step transformation framework. The goal? To reimagine supply chains as highly agile, tech-driven ecosystems that make the ambitious vision of 8-minute fulfillment – where orders are seamlessly processed and delivered with unmatched speed and precision – a REALITY!

IN a landscape of escalating customer expectations and volatile markets, traditional supply chain management systems and their associated technologies are unable to fulfill critical SCM objectives. With forecast accuracy stagnating at about 60% across DC –channel- SKUs level, businesses are trapped in a costly cycle of excess inventory, frequent stockouts, and lost sales—leading to wasted resources, dissatisfied customers, missed opportunities, and significant profit erosion.

CURRENT PROBLEM: LIMITATIONS IN EXISTING

DEMAND AND SUPPLY PLANNING

TOOL BASED PROCESS

A 2023 Deloitte survey estimates many businesses are contemplating or transitioning to advanced tools to improve prediction accuracy for Demand planning, Master Production Scheduling (MPS), and Supply planning. Despite this shift, dependency on right tools is the key link to navigate uncertain nature of the environment. Are the demand and supply planning tools really help the business to tide over the uncertainty, the response in overwhelming cases is otherwise.

According to a 2024 Gartner report, poor forecast accuracy costs businesses $1.8 trillion annually in lost sales and

Akella is Six Sigma Master Black Belt and Lean Coach with extensive cross-industry experience in enhancing customer satisfaction and driving revenue growth. He has demonstrated success in automotive, consumer goods, consumer durables and food industries with a proven expertise in managing operations and leading critical projects in both established businesses and new ventures through integration of people, processes, and technology.

Ramesh

operational inefficiencies, leading to tangible consequences: excess inventory ties up crores in capital, while stockouts drive customers to competitors, eroding trust and revenue.

With the existing tools giving about 60% accuracy at the distribution centers the gap between current capabilities and modern expectations is stark. Customers now expect near-instant fulfillment— Amazon’s same-day delivery and local grocery apps delivering in under 30 minutes have set a new standard. Rapidly shifting consumer preferences, agile competitors, technological disruptions, and geopolitical supply chain shocks amplify this challenge.

Meanwhile, ESG mandates demand sustainable operations, adding complexity to supply chain planning. Legacy systems struggle to keep pace with real-time data, dynamic demand, or sustainability goals. Addressing these critical shortcomings is essential for building resilient, adaptive supply chains.

WHY FORECAST ACCURACY TANKS

Fixated with historical data: Relying on historical data to predict future demand is like navigating a storm with an outdated map. Multiple factors come into play like cultural trends, seasonality demography, innovations in process and products, technological breakthroughs etc render past patterns obsolete.

Supply chain professionals frequently face scenarios where distribution centers meet forecast demand, only to be later blindsided by black swan events, competitive disruptions, or sudden market shifts. For instance, viral marketing campaigns or innovative product launches, price and offer events can make demand planning awry, skew sales estimates, leaving business unprepared.

These pressures expose the limitations of relying on past data which expect the future will also pan out as in the past coupled with existing algorithmbased planning tools which are unable to keep pace with real-time data & dynamic demand render the planning process ineffective

Understanding these critical failures is the first step toward building resilient, adaptive supply chains.

Models Built for Sales: Not Stock:

Current processes focus on predicting finished goods sales on historical data and algorithms manage finished goods inventory based on predicted sales. If the forecast misses, which is a common occurrence, then the inventories planned will lead to overstocking or missed sales. So are we solving the wrong problem?? Are we missing controlling controllable?

Traditional SCM processes prioritize sales. forecasting for finished goods, often sidelining inventory optimization across the supply chain as per POS data. The sales demand will go up or down based on multiple factors playing in the market. Effective SCM must prioritize resilience, ensuring the right SKU at the right inventory level to absorb market variability and meet customer expectations – so stakes on inventory management is unprecedented.

Outmoded Algorithms & Data Chaos:

Current SCM tools struggle with rapid demand fluctuations, fragmented data streams, and poor data quality and besides the burden of maintaining ERP masters. Issues like inaccurate sales data, delayed reporting, and interdependent variables (e.g., weather impacting offtakes) create gaps in forecasting. Current SCM systems rely on rigid algorithms that are inadequate to adapt to real-time market led events. A 2023 McKinsey study found that 45% of supply chain effectiveness stem from data gaps, inaccuracy, or integration failures.

The SnOp Mirage: Sales and Operations Planning (SnOp) is often hailed as the backbone of SCM, but it’s become a ritual of exaggerated commitments than the market potential. SnOp meetings aim to align sales forecasts with operational plans, yet they frequently produce overly optimistic projections tied to business targets rather than market realities. The process relies on subjective judgment calls, historical data, and manual interventions, leading to forecasts that miss the mark.

For example, a 2024 Aberdeen Group study revealed that 70% of companies using advanced Sn Op tools still report forecast errors exceeding 30%. The issue?? SnOp prioritizes consensus over accuracy, resulting in plans that look good

on paper but fail in execution. Optimism does not translate into results. Despite AI/ML enhancements and collaborative platforms, S&OP continues to fall short raising a critical question: does it truly drive better planning and fulfillment?"

Last-Mile Logistics Lag: In the age of instant gratification, last-mile transportation is the make-or-break moment for customer satisfaction. Consumers demand fast, affordable, and transparent deliveries-tracking updates every minute and delivery window as short as an hour. Yet current logistics systems are plagued by inefficiencies: poor route optimization, lack of realtime visibility, and reliance on outdated communication channels. Social media and platform reviews have abundant posts expressing customer frustration over delayed deliveries—highlighting the stark gap between expectations and reality. In effect, even well-executed upstream operations are undermined by inefficient last mile logistics. To bridge this gap, express logistics must evolve— leveraging smarter technology to meet rising demands while reducing costs and minimizing environmental impact.

SIX-STEP SCM OVERHAUL

To realize the vision of 8-minute fulfillment future where planning and execution harmonize like a Beethoven score, enabling orders to be processed and delivered at lightning speed, businesses must reimagine supply chain management from “Ground Up”. The following six-step strategy blends realtime data, lean principles, and ESG imperatives to build agile, sustainable, and customer-centric supply chains.

1. Replace Long-Term Sales Guesses with Short-Term Inventory Optimization

Shift from long-term sales forecasting to short-term finished goods inventory predictions. Focus on what’s needed now by leveraging real-time demand signals from POS systems, social media trends, and IoT devices. For example, Zara uses real-time sales data to adjust inventory weekly, reducing overstock by 15% (Forbes, 2024). This approach minimizes waste and aligns with

2. Bet on Inventory optimization tools

Replace complex planning suites with Multi-Echelon Inventory Optimization (MEIO) tools for streamlined supply chain efficiency. Start small by implementing a basic inventory management tool to test its fit for your business, then gradually transition to advanced optimization solutions. Prioritize a phased approach to ensure effective change management and stakeholder buy-in, which are as critical as achieving high fill rates.

Integrate MEIO with locally developed production planning tools that capture real-time demand signals from consumption points to optimize scheduling across production lines. These inventory tools should enhance efficiency across all supply chain layer factories, warehouses, and stores. Leading companies using lean-focused MEIO tools have reduced inventory costs by up to 10%, driving cost efficiency and supporting sustainability goals.

Schedule Smarter with Real Data

Base production schedules on consumption, inventory depletion and signals from insights from secondary sales (e.g., retailer sellthrough data) rather than gut feelings or outdated projections. This datadriven approach ensures production aligns with actual demand, reducing waste and supporting ESG waste reduction targets.

4. Pull, Don’t Push

Adopt a pull-based manufacturing system with lean inventory buffers to handle short-term demand and supply fluctuations. Unlike push systems, which flood the supply chain with goods based on forecasts, pull systems produce only what’s needed based on real-time demand. Toyota’s Just-In-Time (JIT) model is a prime example, reducing inventory holding costs by 30% (Harvard Business Review, 2023). Lean buffers also minimize overproduction, aligning

with ESG environmental goals.

5. Leverage Tech for Last-Mile Excellence

Invest in AI-driven logistics platforms to optimize last-mile delivery. Tools like route optimization algorithms, real-time tracking, and predictive analytics shall be helpful For example, Amazon’s AI-powered logistics reduced last-mile costs by 20% in 2024 (Bloomberg). Drones and autonomous vehicles, already in use by companies like UPS, can further accelerate deliveries while reducing carbon emissions, supporting ESG Scope 3 goals.

6. Embed ESG Across the Supply Chain

Integrate ESG principles into every step of the SCM overhaul to ensure sustainability and stakeholder trust. These goals vary by industry and company size but align with broader sustainability and ethical standards. Few ESG SCM priorities…

b Environmental: Use renewable energy in warehouses and electric vehicles for logistics to reduce all categories of emission. Decrease water consumption, eliminate single use plastic, reforestation etc

b Social: Ensure fair labor practices in the supply chain, such as auditing suppliers for ethical standards, diversity and so on...

b Governance: Maintain transparent reporting of supply chain metrics, verified by third-party audits, anticorruption, etc.

AGILE FULFILLMENT VISION

The 8-minute fulfillment future is not a pipe dream—it’s a tangible goal enabled by technology and strategy. Imagine a customer ordering a product online and receiving it within minutes via a hyper-optimized supply chain: realtime demand signals trigger instant production adjustments, Inventory ensures stock is perfectly positioned, and AI enabled logistics services deliver the order. The result is a win-win: delighted customers and a sustainable business.

CHALLENGES

TO OVERCOME

b Data Integration: Unifying real-time data from diverse sources (e.g., POS, IoT, social media) requires robust IT infrastructure.

b Cost of Transformation: Adopting inventory models (not complex demand prediction tools) , AI, and green logistics , demands upfront investment, though long-term savings offset costs.

b Supplier Alignment: Convincing suppliers to adopt real-time data sharing and sustainable practices can be slow.

b Regulatory Hurdles: ESG compliance, such as Scope 3 emissions reporting, adds complexity but is nonnegotiable.

Conclusion

The agile fulfillment future demands a radical rethinking of supply chain management. By abandoning outdated forecasting, embracing real-time data, and leveraging inventory prediction models and AI, businesses can achieve unprecedented speed, efficiency, and sustainability. Integrating ESG principles ensures these changes benefit not just the bottom line but also the planet and society. The time to act is now—those who adapt will lead the charge in the next era of supply chain excellence.

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