CELERITY SUPPLY CHAIN TRIBE SEPT 2025 by Celerity Supply Chain Tribe

Powering The Future MEET THE CELERITY SUPPLY CHAIN CHAMPIONS OF 2025

Up, Close & Personal with the Top Supply Chain Leaders

Exemplary Supply Chains 2025: Agile and Transformative Supply Chains with Innovative practices and Collaborative spirit

Meet the winners of the Celerity Under-30 and Celerity Under-40 Supply Chain Awards, rewriting the rules with their bold ideas, tech-driven approach, and unstoppable energy.

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From Young Achievers to Seasoned Stalwarts: Annual Winners Edition

Dear Readers,

The September issue of Celerity Supply Chain Tribe feels very inspiring! Fresh from the success of the 7 th Celerity Supply Chain Tribe Conference & Awards in Mumbai, we are thrilled to present our Annual Winners Edition, a true showcase of talent, passion, and leadership in the supply chain community. This edition profiles the bright stars, shining a spotlight on the dynamic winners of our Under-30 Supply Chain Superstars and the Under-40 Supply Chain Super Achievers. With their innovative spirit, digital-first mindset, and fearless problem-solving abilities, these young leaders remind us that the future of supply chains is in very capable hands.

We also feature inspiring two case studies from our Exemplary Supply Chain Award-winning corporates , whose innovative practices and collaborative spirit prove that supply chains can be both agile and transformative. Their success stories stand as benchmarks for the industry to follow.

Adding to the celebration, we were privileged to felicitate senior leaders who have dedicated over 25 years to this profession. With their “been there, done that” wisdom, they remind us of the power of perseverance, adaptability, and vision. Our Up, Close and Personal section captures their remarkable journeys and timeless lessons.

This edition is a tribute to the dreamers, doers, and trailblazers of supply chain. May their stories inspire you to push boundaries, embrace innovation, and continue shaping a future where supply chains don’t just deliver goods, but also deliver impact!

Turn the pages and feel the celebration!

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

COVER STORY

05 Powering the Future: Meet the Celerity Supply Chain Champions of 2025

The annual wait is over! The 7th edition of the Celerity Supply Chain Tribe Awards proudly unveils the shining stars of the supply chain universe for the year 2025. From breakthrough innovations to inspiring leadership, this year’s winners – our Under 30 Super Stars and Under 40 Super Achievers – have proven their mettle in one of the most demanding and dynamic fields. With every achievement, they raise the bar higher, setting new benchmarks for performance and excellence. Here’s to the champions who are powering the future of supply chains!

21 Exemplary Supply Chains 2025: Champions of Innovation & Resilience

When challenges arise, exemplary supply chains don’t just survive – they thrive. The 2025 awards spotlight corporates whose supply chain teams have delivered outstanding performance by combining agility, foresight, and innovation. These winners stand out as true champions of resilience and customer success, inspiring the industry with practices that set the gold standard for supply chain excellence.

23 Up, Close & Personal with the Top Supply Chain Leaders

From Tough Calls to Lasting Legacies: Lessons in Leadership –Ashu Gupta, Vice President – Supply Chain, Koye Pharmaceuticals Pvt Ltd.

From Strategy to Scale: Redefining Supply Chain Leadership –Chetan Kumria, Founder & MD, Xcell Supply Chain Solutions

Decisive Leadership in Pharma’s Fast Lane –Masud Shaikh, Senior Vice President – Distribution & Marketing Services, Alembic Pharmaceuticals Ltd.

The Leadership Equation: Empathy + Integrity + Adaptability –Rajesh Shetty, Supply Chain Lead, Roche

Building Stronger Teams, Shaping Smarter Supply Chains –Rajiv Ganju, Sr. Vice President – Manufacturing & Global Supply Chain, Luminous Power Technologies

36 PHOTO FEATURE

7th Celerity Supply Chain Tribe Conference & Awards 2025 –Where Strategy Met Celebration

When the movers & shakers of India’s supply chain world gather, you don’t just get polite panel discussions — you get strategy under the spotlight, ideas under pressure, and leaders telling it like it is. The 7th Celerity Supply Chain Tribe Conference & Awards 2025 was a day of candour, competition, and celebration, where challenges were tackled head-on and excellence took center stage.

The wait is over! The 7th edition of the Celerity Supply Chain Tribe Awards proudly unveils the shining stars of the supply chain universe. From breakthrough innovations to inspiring leadership, this year’s winners – our Under-30 Super Stars and Under-40 Super Achievers – have proven their mettle in one of the most demanding and dynamic fields. With every achievement, they raise the bar higher, setting new benchmarks of performance and excellence. Here’s to the champions who are powering the future of supply chains!

POWERING THE FUTURE:

THE CELERITY UNDER-30 SUPPLY CHAIN SUPER STARS 2025

UNDER-30

To improve the efficiency of direct-to-distributor deliveries—a channel representing a significant share of business—we set out to optimize vehicle fill rates right at the order entry stage. One of the main challenges was the highly dynamic sizing of open-body trucks in the Indian market. Additionally, implementing these improvements required updates to the mobile application, which meant coordinating IT infrastructure changes and ensuring user adaptability.

To address these challenges, we conducted on-ground visits to plants, measured over 100 trucks of different tonnages, and identified the median dimensions for length, width, and height. Using this data and loading optimization software, we determined the optimal way of loading vehicles. We then presented these findings, along with the projected savings and usability benefits, to the leadership team. With IT support, we embedded fill rate calculations by weight and volume into the mobile app so that it could display real-time fill rates as quantities were added, and suggest adjustments to approach full capacity.

After conducting in-depth user acceptance testing across multiple scenarios, we rolled out the solution nationwide, supporting it with demos and training sessions for the sales team to ensure smooth adoption. As a result, vehicle fill rate improved from average 92% to 95%, which in turn generated freight savings. Additionally, the solution reduced manual workload for the sales support team by enabling optimization directly at the order entry stage.

Anukritika Jha, GM – Supply Chain Business Partner, Orkla India

Sachets make up nearly 65% of HUL’s Hair Care business, and leakage at the horizontal and vertical sealing points had long been the top contributor to consumer complaints and high defects per million units (DPMU). As the Manufacturing Manager, I led a project to eliminate sachet leakage through a data-driven, scientific approach. We identified sealing temperature, pressure, and dwell time as critical parameters, aiming to define ideal sealing conditions using machine learning.

A key challenge was data availability, as most machines lacked built-in sensors. To address this, we collaborated with OEMs to enable temperature data capture and derived pressure and dwell time metrics by correlating servo movements and torque.

After collecting extensive line data, we applied statistical modelling using Minitab, removed outliers, and derived the optimal sealing equation.

Controlled trials on a model machine validated the predicted parameters over 1–2 months, after which we scaled the solution across all lines by locking in the optimal sealing settings. This initiative successfully achieved zero leakage (0 DPMU) across sachet lines, significantly reduced consumer complaints, improved product quality perception, and boosted team morale and operator ownership. Beyond solving a long-standing quality issue, it also demonstrated a breakthrough application of machine learning in packaging and established a replicable digital problem-solving framework for manufacturing.

Ankush Kumar Singhal, Fulfillment Planner, Signify Innovation India Ltd.

Ershad Jahagirdar, Supply Chain Consultant, Simwell Inc.

Our client was facing significant paper roll waste and production inefficiencies due to trim size misalignment across the supply chain. Traditional trim optimization methods were limited to individual sites, overlooking the broader network-level impacts on transportation and inventory costs. Key challenges included aligning trim decisions with total supply chain costs, balancing production efficiency against customer demand and logistics constraints, and managing large-scale data for realtime decision-making.

To address this, we designed and implemented an industry-first digital twin model using AnyLogistix that integrated trim optimization across the entire network. The model simulated real-world production, transportation, and inventory dynamics, enabling real-time adjustments and more holistic decision-making. We also developed an algorithm to minimize trim waste while optimizing supply chain costs, factoring in production schedules, customer demand, and transportation limitations. The solution also incorporated scenario-planning tools to navigate tariff changes and other market shifts. Developed and validated with historical and live data, the model was refined through close collaboration with the client’s production and logistics teams to ensure alignment with operational goals and customer needs.

As a result, our client reduced paper roll waste from 10% to 3.7%, achieved USD 30 million in annual cost savings on USD 1 billion in revenue, improved production efficiency, and lowered transportation and inventory costs. This solution established a scalable, repeatable framework that set a new industry standard for network-level trim optimization.

Faced with coffee demand growing almost twice the forecasted rate and the season fast approaching, we confronted a critical challenge: existing filling line capacities were stretched, and built-up inventory was tight to meet demand, and planned CAPEX investments had been delayed due to geopolitical issues. This posed a risk to two of our most iconic brands’ opportunity sales.

Determined to deliver the growth regardless, I began by mapping spare capacity across Nestlé factories and co-packers and worked closely with technical experts to evaluate machinability of our key formats at these alternative sites. Collaborating with Quality teams, we quickly assessed feasibility, addressing changeovers and compliance requirements. Partnering with the Manufacturing Excellence team, I ran detailed capacity feasibility checks to validate these options.

Once the locations were finalized, I accelerated the process by fast-tracking trial laminates, creating visuals for Business Unit alignment, and securing swift buy-ins for new formats across key geographies and pack configurations. To ensure flawless execution, I developed a comprehensive Gantt chart and orchestrated the launches just ahead of the seasonal peak.

The results were transformative: both the flagship brands shattered previous records, delivering unprecedented growth in a single year. This project reinforced for me that true innovation isn’t always about new technology; it can come from reimagining what already exists and mobilizing teams with agility, speed, and cross-functional precision under pressure.

Lakshmi Sowmya M, Supply Planning Manager, Nestlé India

Pranav Aadithyan, Deputy Manager, Dabur India Ltd.

As Dabur’s portfolio grew across multiple categories, channels, and geographies, our supply chain needed to evolve from being efficient to becoming intelligent. The existing deployment planning process was largely manual and reactive, leaving us unable to adapt quickly to demand volatility—particularly in fast-moving channels like Modern Trade and E-commerce.

To address this, I led the end-to-end implementations of design customisations, process improvements, and new functionalities within SAP Integrated Business Planning (IBP) for supply and deployment, along with supporting tools developed outside IBP. I approached the initiative not as routine system updates but as a strategic transformation tailored to Dabur’s unique complexities. Key complexities included managing diverse product behaviors (seasonal, constant, intermittent), reducing heavy manual dependencies in stock transfer planning, and creating an opportunity to better integrate real-time sales signals into planning.

My approach involved designing differentiated deployment logic for Modern Trade and E-commerce, integrating open sales orders to improve responsiveness, aligning forecasting algorithms to product behavior using error-based tuning, and automating master data updates to make stock transfer order (STO) creation touchless for many SKUs. Additionally, I built ad-hoc demand capture workflows to manage sudden surges in demand. Leveraging Kotter’s change management model, I focused on building a sense of urgency, forming a cross-functional coalition, securing early wins, and sustaining adoption through ongoing support.

As a result, we achieved over 80% deployment automation, improved forecast accuracy and planning agility, and secured rapid, sustained user adoption. This transformation earned Dabur a “Best in Class Supply Chain Visibility” recognition and has become the backbone of our agile, digitally enabled supply chain—built to scale, sense, and respond effectively to market dynamics.

Rohan Shandilya, Associate Manager – Procurement Transformation, Haleon

I’m a procurement professional driven to create meaningful change through sustainability, intelligence, and financial efficiency. I build strategies that reduce emissions, strengthen supplier selection, and improve cash flow, while leading digital initiatives that enhance speed, transparency, and compliance.

One of my most impactful transformations began when I encountered a manual material follow-up process that was slow, opaque, and prone to delays. I mapped the workflow end-to-end, engaging Procurement, IT, and Operations to uncover inefficiencies and align on a shared digital vision. I then designed and implemented an automated process powered by real-time dashboards, proactive alerts, and centralized communication—eliminating silos and enabling instant visibility into deliveries, vendor responses, and pending actions.

Recognizing that technology alone wouldn’t guarantee success, I embedded change management and targeted training into the rollout, ensuring quick adoption and consistent engagement. The result was more than just faster follow-ups—it was a transparent, accountable, and scalable system that’s now replicated across multiple departments. This has freed up significant hours each month, strengthened vendor relationships, and instilled a proactive, data-driven culture that continues to drive operational excellence.

R J Shivali, Sr. Manex Executive, Hindustan Unilever Ltd.

As part of our strategic drive toward operational excellence, a key focus area is the optimization of manpower productivity. In the current manufacturing setup, several manual, repetitive, and non-value-adding tasks continue to consume significant operator time, leading to inefficiencies, fatigue, and inconsistent output.

The key challenges included high dependency on manual intervention for routine operations, Variability in output due to human error and fatigue and Limited visibility into real-time performance and productivity metrics.

To address these challenges, we are initiating a series of automation projects aimed at streamlining operations, reducing manual workload, and enabling our workforce to focus on higher-value tasks. These projects included Installation of Casepacker to automate secondary packaging, reduce manual intervention, and ensure consistent packing quality and speed and Deployment of Overhead Conveyors to streamline material flow between production and packaging zones, minimizing manual handling and improving space utilization.

This strategic shift is expected to deliver a 3% improvement in OEE 15–20% improvement in manpower productivity within 6–9 months of implementation, Reduction in manual errors by 30%, improving product quality and consistency, Reallocation of 20% of operator time from repetitive tasks to value-adding activities and Improved morale and engagement through upskilling and reduced physical strain.

As a Manufacturing Excellence Executive, my role is to lead this transformation by identifying automation opportunities, aligning cross-functional teams, and ensuring smooth implementation. These changes will not only improve productivity but also build a future-ready workforce capable of supporting smart manufacturing goals.

Sonik Sourabh, Senior Manager, Tata1MG

Large enterprises in the FMCG and pharma sectors, including ours, often face persistent supply disruptions driven by unreliable suppliers, fragmented data, and a lack of early warning systems. This reactive approach resulted in frequent stockouts, bloated safety stocks, and revenue leakage. A key problem was that supplier-related risk data remained siloed across systems, buried in spreadsheets and static dashboards, making proactive risk management near impossible. To address this, I led the end-to-end design and development of an internal Predictive Supply Assurance Engine, a real-time risk intelligence platform that transformed how our supply chain teams identify, assess, and act on emerging supplier risks.

We integrated live data feeds from ERP, logistics systems, and external signals such as regulatory alerts, ESG scores, and financial distress markers. With machine learning-based risk scoring and a dynamic heatmap dashboard, the tool proactively flagged at-risk suppliers and recommended actionable steps like alternate sourcing or PO shifts, enabling teams to prevent disruptions before they occurred. My responsibilities included scoping the MVP, building the data architecture, aligning with supply chain and IT leaders, and piloting across high-priority categories. The platform was tightly embedded into daily decision-making, ensuring adoption and ownership.

Impact: Within six months, we saw a 40% drop in unplanned supply disruptions and unlocked ₹25–30 crore in working capital by right-sizing safety stocks. More importantly, we shifted from firefighting to foresight, embedding resilience into our operations by design. This experience reaffirmed my conviction in technology as a core lever for operational agility and sharpened my capability to drive crossfunctional innovation at scale.

Vanshaj Srivastava, Sr Manager (PMO Lead) – SCM Strategy New Energy, Reliance Industries Ltd.

The project began with a fragmented inbound logistics landscape, where operations were dispersed across multiple unconnected platforms — from ERP and transport management systems to port community tools, customs portals, and manual trackers. This created a situation where visibility was partial at best, schedule adherence was inconsistent, and avoidable cost leakages from delays, demurrage, and damages were frequent. The complexity was magnified by a highly varied cargo mix, ranging from heavy-lift transformers to hazardous battery modules, each governed by its own compliance milestones and handling protocols.

The strategic response was to design a digital “nerve centre” that would unify visibility without forcing a disruptive overhaul of existing IT systems. The guiding principles were clear: integrate rather than replace, use data as the common language, deliver in modular sprints for rapid adoption, and shift the operating model from reactive firefighting to predictive control. A rapid proof-of-concept was built within weeks, demonstrating live milestone capture from customs and internal logistics systems with near real-time latency. This tangible demonstration secured leadership buy-in and the investment required for full-scale deployment.

Execution was structured around three agile workstreams. The Data stream focused on building API connectors to ERP, WMS scanners, GPS tracking, and port systems, ensuring a seamless data pipeline. The Process stream standardised milestones, implemented dwell-time SLAs, embedded exception protocols, and linked operational events to financial triggers for cost optimisation. The Vendor stream onboarded dozens of logistics partners onto the unified platform, ensuring that the control tower became the single source of truth for all stakeholders. An intelligence layer powered by machine learning enabled ETA reforecasting and early-warning alerts, allowing teams to intervene before delays breached SLAs. Governance was embedded through agile sprint reviews, keeping cross-functional squads aligned and adaptive.

Within months, the transformation delivered a step-change in supply chain execution. The organisation gained end-to-end visibility. Cycle times fell, delivery reliability improved, and cost leakages were curtailed. Most importantly, the initiative created a repeatable playbook for capital projects.

Vivek Joshi, Sr. Manager – Planning, Crompton Greaves Consumer Electrical Ltd.

As part of our continuous improvement efforts, we achieved savings of over ₹1.5 crore by remodelling the air cooler supply network for the 2025 season. The existing network relied heavily on union-provided vehicles, leading to inefficiencies and higher costs. To address this, network was strategically redesigned placing a consolidation hub closer to suppliers, which minimized the use of routes dominated by union-operated vehicles and resulted in savings of approximately ₹14,000 per truck. This initiative was recognized as the best Kaizen in 2025.

Additionally, we piloted a shift from a traditional S&OP-based approach to a replenishment-driven supply model. By establishing turnaround times (TATs), defining minimum stock levels (MSLs), and aligning both suppliers and operations teams, we improved availability for high-running SKUs—though challenges remained for items with constrained supply, variable lead times, and B and C class inventory management.

Alongside these larger initiatives, several smaller but impactful innovations and Kaizens were implemented: creating an Inter Branch Transfer Template dashboard that recommends ideal stock movements based on physical distance, saving supply planners around 3–4 hours each month; designing a Demand Consolidation Template to standardize S&OP inputs and streamline monthly consolidation efforts, saving about 4–5 hours; and developing a Forecasting Template to break down category-level forecasts into branch-SKU level details. Together, these initiatives significantly improved supply chain responsiveness, reduced manual workload, and contributed to a more agile, data-driven planning process.

Yogesh Lohiya, Manager/Assistant Director, Ernst and Young LLP

Accurate order confirmation is the backbone of a reliable supply chain but for one global client, it had long been a pain point. Their planners relied on manual workarounds to compensate for static Available-to-Promise (ATP) logic that overlooked key inventory signals such as stock in yard or in-transit stock. The resultfrequent service failures, low customer satisfaction, and high planner workload. To solve this, I led the design and implementation of a dynamic ATP engine integrated with SAP ECC and embedded within a Decision Intelligence platform. The solution reconciled real-time inventory across multiple supply types including Stock on Hand, Quality Stock, In Yard, In Transit, and Transfer Orders (requested, planned, and confirmed). We built cognitive decision trees to prioritize plant substitutions, forecast fill rate success, and automatically trigger fallback logic all seamlessly connected with SAP through automated writebacks.

The project was a true cross-functional effort. We collaborated closely with IT, business, and customer service teams, running iterative simulations across thousands of SKUs to validate the logic. A pilot-to-scale rollout followed, integrated with the client’s e-commerce platform to deliver real-time availability visibility to customers at the point of sale.

The impact was true game changer:

• 95% order confirmation rate

• 98% accuracy in first Material Availability Dates

• 20% improvement in OTIF (on-time in-full) performance

Beyond metrics, this ATP logic has become a cornerstone of the client’s digital supply chain roadmap shaping how they promise, fulfill, and delight their customers in a digitally connected world.

SUPPLY CHAIN SUPER STARS THE CELERITY

UNDER-30 2025

THE CELERITY UNDER-40 SUPPLY CHAIN SUPER ACHIEVERS 2025

SUPPLY CHAIN SUPER ACHIEVERS THE CELERITY

UNDER-40 2025

Alipt Saxena, Factory Supply Chain Head, Nestle

As Factory Supply Chain head of most complex factory delivering maximum SKUs in Nestle, the biggest challenge was improving on Customer order wherein multiple SKUs are produced and delivered Pan India to 29 DC. Since both NPD and Exports are made on same production line – scheduling to ensure Zero Export market sailing miss while producing domestic SKUs on same line in such a way that it connects to DC at right time to avoid order loss is of critical complex importance.

Basis intense white board session with team on Value chain, following innovative approach started wherein instead of looking at month completion of production plan received from Head Office – we started taking full ownership and started seeking consolidated report on DC-SKU – stock which was directly incorporated in planning scheduling basis pro-active assessment on possible stockout at DC. Accordingly, RM/ PM scheduling was aligned. This yielded 2% improvement in service levels despite multiple changeovers and short runs being taken in factory to deliver in market.

Ashish Patil, Associate Director, Bristol Myers Squibb

In the Cell Therapy organization, there was no strategic Supply and Demand Planning process in place. The team relied on manual, high-level planning with tactical teams only managing the next 3 weeks of resource allocation. This approach resulted in operational inefficiencies and created stress due to its limited scope and lack of data-driven insights.

To address this, I spearheaded the design of a demand planning system aimed at aligning treatment availability with patient demand while optimizing resource capacity. We integrated real-time data analytics and forecasting tools into a cohesive system that enabled proactive resource adjustments, helping us address bottlenecks and improve throughput. Collaborating closely with external tech developers, we created a scalable, seamless platform that allowed for accurate demand tracking and resource forecasting, with flexibility to adapt to the fast-evolving healthcare landscape.

Throughout the project, I made sure site operations teams had direct access to actionable insights, empowering them to allocate resources efficiently during peak demand periods. We also partnered with data scientists to refine forecasting models, improving the accuracy of patient flow predictions and appointment scheduling. As a result, the organization saw significant improvements in patient appointment availability and an increase in operational capacity. This innovation not only led to a $5MM revenue boost but also positioned the organization to better serve the growing needs of cancer patients, enhancing both operational performance and patient care.

Ayush Agarwal, DGM – Procurement, Category Head: Non-Perishables, Compass Group India

Honoured to receive the Supply Chain Under 40 Award, this recognition reflects the collective efforts at Compass India in building resilient, data-led, and innovationfirst procurement systems. As Category Head, I have contributed to exceeding P&L margin targets by over 150% for three consecutive years through strategic supplier partnerships, rigorous standardization, and data-driven spend optimization. The focus has consistently gone beyond cost efficiency, embedding ESG principles into the core of the supply chain strategy. One initiative I am proud to have led is the standardization of used cooking oil repurposing, preventing over 1,00,000 kg of CO₂ emissions annually.

Technology-led transformation has also been a priority, including spearheading the creation of Compass Eye—an AI-powered smart sorting solution that removes foreign objects from dry goods. This innovation enhances food safety, reduces manual-intensive processes, and sets new automation benchmarks for the food service supply chain industry.

With a blend of commercial acumen, sustainability advocacy, and commitment to continuous innovation, I aim to help redefine the future of procurement and supply chain leadership in India.

Saxena, Head – Planning and Regional Logistics, Voltbek Home Appliances

Faced with high logistics costs and demand fulfillment challenges, we identified a key issue: delays in billing caused by the long distances between production facilities and sales points. These delays were directly impacting our service levels and customer satisfaction. To address this, we implemented direct billing from production sources for distribution-driven customers through full-truck direct dispatch, completely bypassing the regional warehouse step.

This strategic change delivered measurable results—shorter lead times, improved customer satisfaction, nearly 40% reduction in logistics costs by eliminating one leg of primary movement, and reduced product handling, which not only lowered damages but also cut warehousing costs. By streamlining our operations in this way, we have significantly enhanced service delivery and strengthened our overall supply chain performance.

My expertise spans global manufacturing operations, supply chain transformation and demand-supply planning. At Veev, a fast-scaling prefab modular construction startup, I spearheaded the implementation of a cloud-based ERP platform to resolve chronic supply chain inefficiencies caused by reliance on spreadsheets and disconnected tools. As the company accelerated the launch of new home systems, it faced stockouts of critical components, procurement delays, and poor inventory visibility, issues that directly threatened build velocity, cost control, and customer delivery commitments.

Operating in a high-growth, resource-constrained environment with 300+ SKUs and complex product configurations, I led a bottom-up transformation that included:

b Conducting needs assessments across planning, procurement, and operations

b Designing end-to-end workflows for material requests, PO approvals, BOM integration, and inventory reconciliation

b Partnering with developers to customize ERP modules for Veev’s unique manufacturing model

Ayush

Devayani Borse, Program Manager, Google Inc.

b Driving change management and user training to ensure adoption across all functional teams

The implementation delivered a 35% improvement in inventory accuracy, virtually eliminating stockouts for critical components, and a 25% reduction in procurement cycle time, significantly improving schedule adherence. These gains supported the on-time launch of five new product systems, each with full material readiness, while enabling faster, data-driven decisions across the organization.

Beyond immediate operational benefits, this project established a scalable digital backbone for supply chain and production operations, one that could adapt to future demand surges, integrate with advanced planning tools, and serve as a model for other manufacturing companies pursuing Industry 4.0 transformations.

Hareesh Viswanathan, Principal Sourcing Category Manager – Nuclear Materials & Services, Boston Scientific

In 2024, I led a high-stakes sourcing transformation to secure long-term access to critical medical isotopes used in liver cancer treatment. With two major nuclear reactor contracts up for renewal—one charging over three times the industry average and the other affordable but short-term—I faced the dual challenge of escalating costs and constrained capacity in a globally competitive market.

Recognizing the strategic risk to supply continuity and patient outcomes, I developed and executed a commercially innovative sourcing strategy focused on rebalancing volume, locking in affordable capacity, and mitigating long-term exposure. I collaborated cross-functionally with supply planning, engineering, and quality teams, and personally led all negotiations over a three-month period.

With the higher-cost supplier, I negotiated a shift from a five-year fixed commitment to a one-year, flexible model with a 70% reduction in volume. At the same time, I secured a five-year capacity-committed agreement with the lower-cost supplier, successfully avoiding a proposed 50% price hike by introducing a phased pricing model capped by CPI. This strategy generated $25 million in projected cost savings over the contract term, without compromising quality or regulatory standards. This initiative not only ensured uninterrupted access to life-saving therapies but also strengthened supplier relationships, improved cost resilience, and established a repeatable framework for sourcing in capacity-constrained, high-cost categories.

My work was recognized internally for bold negotiation tactics, cross-functional leadership, and measurable business impact—demonstrating how thoughtful supply chain innovation can directly support patient outcomes.

Ishant Agarwal, President, CJ Darcl Logistics Ltd.

We set out to solve the inherent fragility of solar panels, which made them highly susceptible to damage during transportation—a risk that also threatened efficient project timelines for our clients. The main challenge lay in consistently ensuring the safe and timely delivery of these sensitive goods across India’s varied geographical conditions. Standard industry packaging methods weren’t robust enough to reliably protect the panels from collision or vibration-induced damage during transit.

To address this, my team and I developed and implemented an innovative solution: integrating custom-fitted airbags within trucks specifically used for solar panel transport—a concept not previously practiced in the industry. These airbags were carefully positioned and strategically inflated to create a cushioned, secure environment that minimized movement and impact throughout the journey. Implementing this solution required detailed planning, truck modifications, and rigorous testing to achieve the optimal airbag placement and pressure for different panel configurations.

As a result, this innovation transformed our operations, enabling us to confidently serve numerous local manufacturers across India and ensuring their solar panels are transported damage-free from any origin to any destination nationwide. Beyond operational impact, it significantly strengthened our reputation as a trusted leader in specialized, high-value cargo logistics, setting a new benchmark for safety and reliability in the sector.

Karthik Raj Kumar Yesodha, Supplier Engineering Project Manager, Caterpillar

Facing significant unplanned downtime across six key bottling plants for a globally renowned Fortune 50 conglomerate known for its iconic beverage and food brands with over $90 billion USD in annual revenue in the US market – a situation that disrupted production and escalated maintenance expenses - I spearheaded the innovative deployment and integration of IoT sensors, directly driving our Industry 4.0 transformation. This required building a resilient data transmission backbone and pioneering development of a digital twin for predictive maintenance of equipment and industrial machinery. I expertly guided the implementation of a comprehensive IoT solution, integrating digital twins and predictive maintenance as a critical component of this global leader’s digital value chain strategy. This intricate project, which I led, included sensor deployment, advanced data platform configuration, and meticulous development of predictive algorithms, alongside deep engagement with operational teams. The scope further involved AR-assisted pick and place processes in modernized storage warehouses. Following rigorous pilot validation at two pivotal Southwestern and Eastern regional sites in the US, the solution rapidly expanded across six high-capacity operations nationwide. This pioneering initiative didn’t just reduce; it revolutionized operations and advanced predictive maintenance, slashing unplanned downtime by a remarkable 70–80% and profoundly elevating both operational efficiency and supply chain resilience for a major industry player.

The decentralized procurement model for branch expansion and renovation projects across the Kerala Zone had resulted in inconsistent vendor performance and quality issues stemming from a lack of standardization and uniformity. To address these challenges, we conceptualized and implemented a Centralized Procurement Framework covering all infrastructure-related requirements across the zone. We also deployed a zonal procurement tracker and dashboard that provided real-time updates on project status, approvals, and vendor performance monitoring. In addition, we implemented the parallel execution of multiple activities to compress timelines and eliminate bottlenecks. This transformation enabled the opening of 24 new Bank of Baroda branches in Kerala within four months from the date of approvals.

Madonna William, Procurement Head, Bank of Baroda

Megha Adlakha, Order to cash customer service lead, Mondelez International

With over a decade in supply chain, I’ve learned that real impact comes from marrying strategy with flawless execution. I thrive on finding smarter, faster, more customer-focused ways to move goods, solve problems, and unlock growth.

Right now, I lead Order to Cash Customer Service, where I’m driving Project 95—a bold push to deliver best-in-class service through autonomous order processing, CPFR, VMI optimization, and operational excellence. It’s about reimagining processes so they’re not just efficient, but also future-ready.

At HUL, I championed the Supply Chain for Smalls agenda, setting up Beauty-Fit-SC and crafting agile strategies for new-age channels—think small-scale manufacturing, low-MoQ solutions, and fresh planning and deployment practices that broke the mould. I also led an S&OP transformation, bringing in AI-driven demand forecasting to cut volatility and turn data into sharper, faster decisions.

For me, supply chain isn’t just about moving products—it’s about moving possibilities. I’m passionate about setting new benchmarks, challenging “the way it’s always been done,” and inspiring teams to aim for innovation and excellence every single day.

At the Atlanta campus, the traditional slotting process relied heavily on manual analysis and historical volume data, failing to capture picker behavior and operational complexity across multichannel fulfillment. This resulted in increased travel time and labor inefficiencies. To address these challenges, I spearheaded two key innovations. First, we developed a dynamic slotting engine that integrated siloed data from the WMS, historical order profiles, and pick rates. Leveraging machine learning, the system dynamically optimized product locations based on velocity, SKU affinity, and fulfillment constraints. After validating the model through simulations and a phased rollout with KPI tracking, we achieved a 3% gain in slotting efficiency, alongside improved labor planning and SLA compliance.

This initiative established a scalable, intelligent slotting framework for the wider network. The second innovation introduced a frequency-based slotting model to overcome the limitations of traditional volume-based slotting, which overlooked the actual picker effort. By analyzing pick logs, we identified high-traffic zones and prioritized frequently accessed SKUs closer to pack-out areas—shifting focus from total units moved to the number of picker touches incurred. This strategy reduced average pick path lengths and picker travel time by up to 12%, enhanced ergonomic efficiency, and created a more responsive and adaptive location planning approach for high-touch SKUs, ultimately driving measurable operational improvements. I am also using my ARIF(Automation Readiness Integration Framework) research for our Automation upgrade/Transformer project in Atlanta campus.

Naveen Tiwari, Associate Director, PepsiCo

I spearheaded the end-to-end deployment of Blue Yonder’s advanced supply chain planning solution at PepsiCo, leading a high-impact, double-digit million-dollar project that transformed our supply chain capabilities. This initiative focused on enhancing demand forecasting, supply planning, and inventory optimization across multiple business units and geographies.

I worked closely with cross-functional teams including IT, operations, and commercial departments to translate complex business requirements into effective system designs, ensuring seamless integration with existing processes and technologies. A critical part of the project was maintaining data integrity to enable accurate and reliable planning outputs. I also led change management efforts to drive user adoption, conducting training sessions and creating support materials to empower stakeholders.

The implementation resulted in significant improvements in forecast accuracy,

Naveen Chandra Kukkala, Director – Distribution, Essilor Luxottica

inventory levels, and fill rates. By streamlining decision-making and increasing supply chain agility, the project enhanced our ability to respond rapidly to market changes, reduce costs, and improve customer satisfaction, establishing a scalable foundation for future supply chain innovations at PepsiCo. Thus, resulting in 12% Forecast accuracy & 10% Fill rate improvements. This helped me grow by honing my ability to drive complex, high-impact digital transformations and align diverse stakeholders toward a common goal.

Dholu, Deputy General Manager, Godrej Agrovet Ltd.

Godrej Agrovet Limited (GAVL), a leading agribusiness operating over 60 facilities across India, faced significant inefficiencies and high costs due to fragmented logistics across its five verticals—each running separate transporter setups, payment cycles, and with limited process visibility. The challenge was heightened by highly diverse logistics requirements: over 300 trucks daily for animal feed, temperaturecontrolled vehicles ranging from -18°C to 4°C for food and dairy, and cage-equipped vehicles for palm oil. To unify these operations into a seamless, digitized procureto-pay system—without disrupting daily operations—GAVL implemented a threepronged strategy.

First, it onboarded a digital partner to develop a Transport Management System (TMS) tailored to the unique needs of each business unit rather than adopting generic IT products. Second, it standardized processes by creating a centralized transporter pool and harmonizing procurement across units, establishing BUagnostic flows. Finally, GAVL invested in capability building by training internal teams and vendors on new digital workflows. The outcome was transformative: the centralized TMS enabled ERP-integrated indenting, digital contracting, and reverse e-auctions; cost efficiencies of 5–8% in annual contracts and 0.5–2% in spot procurement; and faster turnarounds— including a 50% reduction in vehicle turnaround time for the animal feed unit and over two hours saved per trip in the food business. Enhanced visibility through real-time SIM/GPS/temperature tracking and automated e-documents boosted transparency, while e-POD-based payments accelerated vendor cycles and improved retention. As a result, GAVL now operates a streamlined, digitized logistics platform that delivers consistent performance, lower costs, and over 93% OTIF, supporting a scalable and future-ready supply chain.

Nishant Agarwal, Director – Purchase and Planning, Tata1MG

At Tata 1MG, I led a transformative SCM innovation focused on optimizing cold chain logistics for specialty medicines such as biologics, insulin, and vaccines that require strict temperature control between 2–8°C. Previously, delays and temperature deviations often resulted in wastage, compliance risks, and customer dissatisfaction.

The key challenges included a limited cold chain network where not all CFA and lastmile partners had validated cold storage; high costs and inefficiencies from relying on passive cooling methods like gel packs; and poor visibility that led to temperature excursions and product rejections due to the lack of real-time monitoring.

To address these, we adopted a comprehensive approach: onboarding and optimizing CFA partners with advanced refrigeration capabilities; integrating IoT-enabled smart temperature loggers for real-time shipment monitoring; partnering with cold chain 3PL providers to implement dynamic route planning for dedicated temperaturecontrolled last-mile deliveries; and standardizing SOPs with pre-cooling protocols, insulated packaging, and focused team training. As a result, we achieved over 97% OTIF (On Time, In Full) delivery performance for specialty medicines (up from ~80%), reduced temperature excursions by 80%, and realized 15% cost savings by transitioning from passive to active cooling solutions.

Beyond the operational gains, this initiative enhanced patient trust and boosted Net Promoter Scores by significantly improving fulfillment reliability—positioning Tata 1mg as a leader in specialty medicine logistics with a scalable, compliant cold chain network.

Nikul kumar

Nitin Dangri, Deputy General Manager, Imperial Auto Industries

During the second wave of COVID-19, a nationwide ban on industrial oxygen to prioritize medical needs threatened to bring Maruti Suzuki’s production to a standstill, as flame brazing, which has been critical in every vehicle—relied entirely on oxygen. Faced with no existing substitute technology for large-scale flame generation without oxygen, no prior contingency plans, and significant operational pressure from thousands of delayed vehicles, I was the lead member of a crossfunctional team (CFT) spanning SCM, Production, R&D, Quality, Suzuki Japan, and key suppliers. We identified and repurposed oxy-hydro flame systems, typically used in low-pressure applications like jewellery, and engineered machine redesigns to generate sufficient flame intensity by electrolyzing water into oxygen and hydrogen. Rigorous testing and validation ensured adherence to strict quality standards. Managing project timelines, internal alignment, vendor coordination, and knowledge transfer, we successfully restarted flame-based production within 45 days of the ban—initially at 25% capacity utilization and scaling to 100% within two months. Maruti Suzuki, being an industry leader, shared the know-how with the industry peers and other business partners as the solution supported broader industry stability. The innovation was recognized by management for enabling industrial continuity, and it personally strengthened my expertise in leading high-stakes innovation, emergency planning, and industry-wide collaboration.

Prabhakaran Rajendran,

Senior Director – Delivery, Zensar Technologies

As Senior Director of Delivery at Zensar, I led the development of an AI-powered Control Tower solution designed to address fragmented visibility challenges across a Fortune 500 client’s multi-site distribution network. The client was struggling with frequent SLA breaches, high dwell times, stockouts, and limited real-time decisionmaking due to disconnected WMS, TMS, and OMS systems, compounded by legacy data silos and a lack of predictive insights into order delays and inventory shortages. Coordinating operations across warehouse, transportation, and customer service globally added further complexity.

To tackle these issues, we integrated data streams from WMS, TMS, ERP, and IoT sensors into a unified platform, architecting a scalable data lake and real-time processing pipelines. We deployed machine learning models to forecast SLA breaches, optimize labor allocation, and enable dynamic dock scheduling, while interactive dashboards empowered planners, operators, and executives with actionable insights. Ensuring data security and FSMA compliance for healthcare logistics clients was also a key priority.

The solution delivered measurable results: real-time visibility across 30+ sites, a 35% reduction in SLA breaches, a 12% improvement in order fill rate, and an 18% decrease in unplanned labor costs. Enhanced proactive decision-making also led to a 28% boost in customer satisfaction. Recognized internally as a flagship digital transformation initiative, this project not only transformed client operations but also reinforced Zensar’s reputation as a strategic partner in AI-driven supply chain modernization.

Prashanth Cecil, General Manager, Amazon

While leading a fulfillment center at one of the largest retailers in the world, I identified critical challenges with real-time inventory tracking and asset management in our traditional non-robotic warehouse that were leading to inefficient outbound processes and safety concerns. The main challenges included limited visibility of inventory movement within our large-scale facility, manual tracking processes causing delays in outbound cycle times, safety risks due to lack of real-time asset tracking, and the need to improve inventory accuracy while maintaining operational efficiency.

I championed and implemented an innovative solution by leading the first-ever implementation of combined LiDAR and IoT systems on Powered Industrial Trucks for real-time asset tracking.

My approach involved developing integration protocols for the technology with existing warehouse management systems, creating new standard operating procedures, and training team members on the new technology while ensuring minimal disruption to ongoing operations.

The implementation delivered significant measurable results: a 12% reduction in outbound process cycle time, improvement in inventory accuracy from 97% to 99.9%, enhanced employee safety through better asset tracking, and substantial annual cost savings across the fulfillment network. This innovation was particularly significant as it demonstrated how traditional warehouses could be modernized with cutting-edge technology to achieve substantial improvements in efficiency, accuracy, and safety. The success of this implementation has influenced industry practices, setting new standards for warehouse inventory management.

A major manufacturing plant faced frequent failures of air conditioning compressors due to persistently high temperatures. These breakdowns impacted Asset productivity, and increased operational costs. The existing Oracle On-Premise application lacked the necessary features for automated temperature monitoring, work order creation, inventory replenishment, and resource allocation. The recurring compressor failures led to increased maintenance expenses and resource wastage.

Delays in identifying and resolving compressor issues contributed to extended periods of downtime. The lack of proactive maintenance resulted in frequent failures, undermining asset reliability.

I designed and implemented an IoT-enabled preventive maintenance solution. By leveraging the Oracle Quality module, I integrated real-time temperature sensors to continuously monitor compressor entry and exit temperatures. I established temperature thresholds and developed an automated triggering mechanism that generated preventive maintenance work orders when abnormal readings were detected. This solution also automated inventory replenishment and resource allocation, ensuring timely interventions.

The innovative solution enabled automated, real-time monitoring and proactive maintenance, significantly reducing MTTR and operational costs while improving MTBF. Oracle recognized the value of this approach and incorporated it into their Oracle Cloud IoT application. The solution was successfully sold and implemented for clients in the Middle East and United States, delivering measurable improvements in asset reliability and plant efficiency. This initiative set a new benchmark for preventive maintenance in industrial settings and earned me several practice-level awards for innovation and impact.

Ramachandra Handaragal, Senior Manager, Peloton Consulting Group

Sarada P Dalai, Director, Ernst and Young LLP

Our Time & Motion study for a global Consumer Packaged Goods (CPG) leader uncovered a major inefficiency in material planning, with 70–80% of planners’ time consumed by manual tasks related to Purchase Requisition (PR) and Purchase Order (PO) management, contract handling, and negotiations—leading to delays, errors, and reduced productivity. The objective was to create a streamlined, one-stop solution for Material Planners to drive operational efficiency.

Key challenges included fragmented data across multiple sources, numerous manual touchpoints, limited real-time visibility, difficulty in ensuring contract compliance, and complexities arising from alternate Bills of Materials (BOM) and last-minute negotiations.

To address this, we implemented Aera’s Decision Intelligence platform, deploying a suite of decision agents including an orchestration agent, PO conversion and management agents, a network transitioning agent, a material risk agent, and an invoicing agent that automated four-way matching and resolved supplier invoice discrepancies.

A contract agent ensured alignment with contractual terms, while PO agents facilitated automated communication of changes in quantities and delivery dates. This comprehensive automation not only optimized procurement and improved contract management but also released over 10,000 hours in the first quarter postimplementation, resulting in enhanced productivity, better inventory and cash flow management, and more agile, data-driven decision-making.

Srikanth Sriramagiri, Senior Manager, Microsoft

During my tenure as Head of Supply Chain at Tata Advanced Systems Limited, I was tasked with navigating a critical challenge: a sharp and simultaneous increase in customer demand across multiple programs, coupled with limited internal capacity to respond effectively.

Rather than allowing this constraint to hinder our growth, I led the design and implementation of an innovative solution—the “Shop-in-Shop” model. This approach involved leasing space and machinery within our suppliers’ facilities and deploying our own trained personnel to operate them. These units, which we termed “Extended Workplaces,” enabled us to rapidly scale production while retaining full operational control and ensuring strict compliance with our SOPs and customer contractual obligations.

The journey wasn’t without challenges—securing quality approvals for off-site production, training supplier staff, and managing complex logistics. But through close collaboration with customers and internal stakeholders, we successfully implemented the model. The outcome: a significant increase in annual revenue, enhanced customer trust, and multiple new project wins.

EXEMPLARY SUPPLY CHAINS 2025:

CHAMPIONS OF INNOVATION & RESILIENCE

SIX-HOUR

DISPATCH: Dalmia’s Logistics Game Changer

When outdated systems and operational bottlenecks began slowing dispatches, Dalmia Cement Bharat faced a challenge that threatened customer trust and market share. The solution was bold—a complete overhaul of its logistics backbone with a cloud-native TMS, infrastructure upgrades, and strategic transporter partnerships. The result was gamechanging: Truck Turnaround Time slashed by 25%, costs reduced, and delivery reliability restored. This is the story of how Dalmia turned delays into a competitive edge, highlights PN Suresh, Deputy General Manager - Supply Chain Management, Dalmia Cement Bharat Ltd., Dalmiapuram…

IN a business where every hour can shape market share, Dalmia Cement Bharat knew that logistics efficiency was not just a backend function—it was the heartbeat of customer satisfaction and growth. The company’s nationwide dispatch network, essential for moving thousands of tons of cement daily, was under strain. Its legacy Plant Logistics Management System (PLMS), once an enabler, had become a roadblock. The system lagged under the weight of peak demand, froze during critical month-end and yearend cycles, and struggled with server limitations, malware vulnerabilities, and frequent technical breakdowns. These problems were not confined to screens; they rippled across operations, delaying truck loading, disrupting invoicing, and ultimately holding back revenue at the very moments when the market was most ready to buy.

In an industry where primary movement from factory to dealer

ensures next-day delivery and stronger margins, delays were more than an inconvenience—they were an existential threat. The longer trucks waited, the greater the risk of customers looking elsewhere, especially when competitors promised faster fulfillment. High Truck Turnaround Time (TAT) was eroding trust, shrinking opportunities, and inflating costs through reliance on more expensive secondary dispatches via depots.

THE CORE PROBLEM

The situation demanded urgent action. At its heart, the problem was twofold: outdated technology and operational inefficiencies. The PLMS could no longer keep pace with the company’s scale and ambition, while on-the-ground bottlenecks—from narrow internal roads to uncoordinated order flows—slowed dispatches further. Without the ability to accurately measure or address these delays, inefficiencies became entrenched.

Customers, once confident in Dalmia’s service, were experiencing delays in receiving concrete-critical cement. Every missed delivery was not just a lost sale but a potential loss of long-term loyalty.

COMPLEX CHALLENGES

The road to transformation was far from straightforward. The cement mill and packing plant often operated with inconsistent reliability, making loading schedules unpredictable. Orders were sometimes fragmented due to unaligned Delivery Order creation, leading to mismatches with plant capacity. Inside plant premises, narrow, unpaved roads constrained truck movement, especially under heavy traffic. The existing TMS–SAP integration lacked the seamlessness needed to support high-speed operations, and real-time tracking was absent, with no RFID systems to measure TAT accurately. Human factors added another layer of complexity—contract manpower efficiency needed improvement, while the

absence of proper driver rest facilities or dedicated weighbridges slowed down the loading-to-dispatch cycle. Migrating to a new system also meant navigating the risks of data migration, user adoption, and infrastructure readiness across a network of geographically dispersed plants.

THE STRATEGIC OVERHAUL

Dalmia Cement Bharat chose not to patch the old system but to rebuild its logistics backbone from the ground up. Partnering with EY, the company deployed a next-generation, cloud-native Transport Management System (TMS) that would not just replace but redefine how logistics worked. The new TMS integrated every stage of the dispatch process—truck registration, order allocation, vehicle tagging, tare weight management, loading, goods issue, and invoicing—into one seamless platform. The cloud architecture delivered faster processing, limitless scalability, and robust security, while embedded features like Electronic Proof of Delivery (EPOD), GPS tracking, optimizers, and a bidding module brought new levels of transparency and control.

Recognizing that technology adoption depended on user experience, Dalmia also introduced ‘Vahak Mitra’, a dedicated mobile application for transporters, ensuring real-time engagement and faster vehicle placement. The implementation was rolled out in phases, prioritizing critical modules first and training every stakeholder—from plant staff to transporters—on the new workflows.

OPERATIONAL REINFORCEMENT

Technology alone would not solve physical-world constraints, so Dalmia initiated a comprehensive operational improvement program. Reliability at the cement mill and packing plant was strengthened through predictive maintenance and operational finetuning. Delivery Order creation was restructured to ensure a steady, capacityaligned order flow. Internal roads were widened, paved, and dressed, allowing trucks to move more freely even during peak hours.

The absence of accurate TAT data

was addressed with RFID-based time and motion studies, enabling precise diagnosis of delays and data-driven solutions. Dedicated weighbridges for cement invoicing trucks were installed to prevent bottlenecks. For drivers, temporary rest rooms and transport offices were set up, addressing comfort and readiness while waiting for loads. Seasonal delays during monsoon were mitigated by deploying skilled manpower for tarpaulin tying and installing elevated platforms for quicker, safer covering of trucks.

SECURING TRANSPORT CAPACITY

One of the persistent challenges was truck availability at the right location, at the right time. To eliminate this uncertainty, Dalmia introduced a Master Service Agreement (MSA) with key transport partners. This agreement committed dedicated vehicles to operate exclusively for Dalmia, without route restrictions, even on empty return journeys. The arrangement incentivized transporters while guaranteeing Dalmia priority access to capacity, dramatically reducing delays caused by last-minute sourcing.

RESULTS THAT REDEFINED PERFORMANCE

The impact of these combined efforts was transformative. Truck Turnaround Time fell from an average of eight hours to six—a 25 percent reduction that significantly accelerated dispatch

cycles and ensured more reliable nextday deliveries to dealers. The improved delivery speed not only delighted existing customers but also drove a measurable increase in repeat orders, strengthening customer loyalty and market position.

Operational costs saw a marked reduction, with faster loading cutting demurrage charges and a decreased need for cost-heavy secondary depot dispatches. The MSA initiative alone slashed delay-related costs by 80 percent, proving the value of strategic partnerships in logistics. The integrated TMS, supported by the ‘Vahak Mitra’ app, gave Dalmia unprecedented visibility and control over its logistics network, turning dispatches into a synchronized, high-performance operation.

CONCLUSION

Dalmia Cement Bharat’s journey from an outdated, sluggish logistics process to a fast, transparent, and customer-focused system demonstrates the power of aligning technology, infrastructure, and stakeholder engagement. By modernizing its transport management and tackling on-ground bottlenecks with precision, the company has not only delivered operational excellence but also reinforced its customer-first philosophy. The transformation stands as a benchmark for the cement industry, proving that in logistics, speed and reliability are not just operational metrics, they are the currency of trust, loyalty, and sustained growth.

TELEFLEX MEDICAL: Transforming Supply Chain with Data-Driven Precision

In the fast-paced and highly regulated world of healthcare, supply chain performance is not just a matter of efficiency—it can directly influence patient care. For Teleflex Medical India, the years between 2021 and 2024 marked a period of intense transformation. Faced with growing product portfolios, unpredictable demand patterns, and the need for precise availability in lifesaving medical devices, the India SCM team took on the challenge of building a supply chain that was faster, smarter, and significantly more cost-efficient.

THE results speak volumes: a 54% reduction in supply chain cost per dollar revenue, 100% daily stock visibility, and faster, more informed decision-making across the organization. This was not just a systems upgrade—it was a fundamental shift in how supply chain, sales, and planning worked together, powered by data integration, process automation, and a culture of collaboration.

THE CORE PROBLEM: VISIBILITY AND ALIGNMENT GAPS

The transformation journey began with a pressing issue—there was no unified view of product availability. This created a constant question mark: were sales shortfalls the result of insufficient stock, or simply weak order inflow? Without clear answers, opportunity losses went undetected.

At the same time, demand planning was largely manual and basic. Decisions were delayed, fiscal targets and demand forecasts often diverged by nearly 20%—almost three times the target

variance—and there was little insight into what was driving these mismatches. In a healthcare environment where even small misalignments can ripple into service level challenges, this lack of clarity was costly.

CHALLENGES ON THE ROAD TO TRANSFORMATION

The problems were compounded by the sheer complexity of data scattered across SAP, DSX, SharePoint, and manual sales inputs, each operating in isolation. Integrating planning, orders, and forecasts into a single source of truth was not only a technical challenge but also an organizational one. Moreover, the team needed more than just a reporting tool. They required an intelligent, logicbased framework capable of providing daily SKU-level clarity, linking stock and orders, predicting billing potential, and prioritizing areas for action. Without it, planners were spending too much time on reconciliation, and too little on proactive decision-making.

THE

DATA SILOS TO A SMART, CONNECTED SUPPLY CHAIN

The Availability Matrix: The first breakthrough came with the creation of the Availability Matrix—a standalone Power BI solution built on data pipelines from SAP HANA and SharePoint forecasts, with SQL and Power Query handling transformation and integration. This was not a static report but a dynamic, daily-refresh system that factored in customer orders, rolling three-month forecasts, goods in transit, and daily sales consumption.

The matrix went beyond stock counts—it highlighted two critical scenarios: when orders were needed despite sufficient stock, and when materials were required despite a healthy order book. It also projected monthly billing probabilities by combining forecasts, backorders, and inventory on hand, giving sales and planning teams a shared, real-time understanding of opportunities and risks.

Advanced Demand Planning Dashboard: In parallel, the team redesigned the demand planning process. They developed a multi-dimensional review dashboard that offered seven layers of analytical depth, including fiscal variance tracking, demand evolution waterfalls, forecast loss trees, ABC-XYZ analysis, and exception-based SKU management.

A new automated monthly data

pipeline integrated DSX inputs, the Global Forecast Dashboard, and standardized sales templates, storing the consolidated data in SharePoint for collaboration. This eliminated hours of manual consolidation work and ensured everyone—from planners to business unit leaders—was working from the same, trusted data. The process standardization was rolled out across India and consolidated for APAC, ensuring the same level of insight and discipline region-wide.

The Human Element: Collaboration and Cultural Shift: Behind the dashboards and data pipelines was a cultural shift. The SCM transformation required closer-than-ever collaboration between Planning, Sales, and Customer Service teams, breaking down silos that had existed for years. In the early days, there was understandable skepticism—some teams wondered if the dashboards would add more complexity rather than reduce it. That changed quickly when the first set of missed billing opportunities was flagged within days of going live. The ability to see in real time where action could unlock revenue created a wave of buy-in across functions.

Leaders played a crucial role by championing the use of these tools in every demand review, turning meetings from broad, sometimes abstract discussions into sharp, data-driven problem-solving sessions.

MEASURABLE IMPACT: FROM REACTIVE TO PROACTIVE

The outcomes were far-reaching. Stock visibility reached 100%, enabling rapid responses to market shifts. Root-cause analysis of availability issues became 80% faster, and millions in potential missed billing were flagged each month—opportunities that could now be acted upon.

Demand forecast submissions improved by 5% overall, reversing under-forecasting patterns from prior years. In C-class products—a notoriously difficult category to predict—variance dropped from 74% in 2022 to 30% post-implementation. Early detection of supply-demand mismatches and excess inventory helped reduce carrying costs, freeing up capital for other priorities. Financially, the transformation drove a dramatic improvement in efficiency. Supply chain cost per revenue fell from 7.01% in 2021 to just 3.46% in 2024, a 54% reduction. And critically, this was achieved without increasing headcount—proof that automation and process redesign were delivering real productivity gains.

BEYOND THE NUMBERS: A STRONGER BUSINESS AND BETTER SERVICE

While the metrics are impressive, the impact on customer experience has been just as significant. Improved forecast accuracy and inventory positioning mean fewer backorders, faster order fulfillment, and greater reliability—essential factors in the healthcare sector. The clarity and responsiveness built into the system have

also strengthened supplier relationships. With better demand signals and clearer stocking strategies, negotiations are more informed, lead times are better managed, and risks are mitigated earlier.

FUTURE-READY: LAYING THE GROUNDWORK FOR THE NEXT LEAP

The success of the Availability Matrix and demand planning dashboard has set the stage for the next phase of SCM evolution at Teleflex Medical. Plans are already in motion to integrate AI and machine learning models for predictive forecasting, to expand the tools to additional product lines and regions, and to embed more automation into exception management and replenishment triggers. By combining the precision of data science with the discipline of standardized processes, Teleflex Medical India has created a blueprint for resilient, scalable, and costefficient supply chain operations—one that can flex with market changes while keeping customer needs at the center.

In the end, this transformation was not just about systems and dashboards— it was about creating a culture of clarity, accountability, and continuous improvement. Teleflex Medical’s India SCM team has proven that when technology and people work together with purpose, supply chain can be a driver of competitive advantage, not just a support function. And in healthcare, that can make all the difference.

Up, Close & Personal with the Top Supply Chain Leaders

Felicitation 2025

Behind every flawless delivery and every resilient system stands a leader who has mastered the art of balance—juggling pressure with patience, speed with foresight, and innovation with empathy. These are the leaders who know that a supply chain is not just a series of processes but a living network that thrives on collaboration, trust, and vision. The winners of 2025 remind us that supply chains are far more than technology platforms or efficiency metrics. They are Powered by People, Strengthened by Relationships, and Guided by a Larger Sense of Purpose. As we celebrate their remarkable journeys, we also step away from the boardroom lens to explore their lighter, more personal side—their inspirations, philosophies, and the passions that fuel their lives beyond KPIs and dashboards. In doing so, we discover not just accomplished professionals, but individuals whose authenticity and balance continue to shape the future of supply chains in India and beyond.

From Tough Calls to Lasting Legacies: Lessons in Leadership

The capacity to ignite urgency without overwhelming teams is a rare but vital leadership quality. When leaders bring the right energy, they inspire clarity, speed, and emotional momentum within their teams. This philosophy shines through in the leadership journey of Ashu Gupta, Vice President – Supply Chain, Koye Pharmaceuticals Pvt Ltd. With a belief in lifelong learning and a keen eye on AI-driven transformation, she defines legacy not as personal success, but as building resilient systems and cultures that last beyond one’s tenure.

What’s the toughest decision you’ve had to make as a leader, and what did it teach you?

The toughest decision I’ve had to make repeatedly is letting go of team members due to downsizing. The first time I had to do it was incredibly hard. The organization was going through a major restructuring, and while I knew the decision was necessary, it didn’t make it any easier. It was emotionally wrecking. I’ve always viewed my role as not just a manager but a protector of my team. To have to look people in the eye and tell them their journey with us is ending… that’s a kind of pain I never expected leadership to bring. What this experience has taught me, though, is the importance of empathy and transparency. Leaders often

want to shield their teams from hard decisions, but I’ve learned that honesty and compassion in these moments are crucial.

How do you define ‘Legacy’ in the context of your work and long-term impact?

For me, legacy is about building systems and a team culture that outlasts you. In supply chain, it means creating resilient frameworks that future leaders can build on.

What’s a life lesson you learned outside of work that you bring into your leadership every day?

As a teenager, my father’s frequent transfers meant

relocation. It taught me flexibility and adaptability—skills that have been invaluable in the dynamic world of supply chain, where change is the only constant.

What belief or habit has most contributed to your personal growth?

I believe in the power of lifelong learning. In an industry where technology and regulations evolve rapidly, staying curious and open to continuous learning has kept me relevant and agile as a leader.

What’s a recent failure or setback that taught you an invaluable lesson?

In one of my previous roles, financial crunch meant dropping a critical project of warehousing design and layout despite months of preparation. It reinforced that in supply chain, unpredictability is inevitable, and the real strength lies in how quickly we adapt and keep the team focused on alternative solutions.

If you could spend a day shadowing anyone—past or present—who would it be and why?

I would choose Dr. APJ Abdul Kalam. His ability to combine visionary thinking with humility is something every leader needs—especially in industries like ours, where purpose and innovation must go hand in hand.

Book Review: The Advice Trap

by Michael Bungay Stanier

A must-read for anyone looking to break free from the cycle of constant advice-giving and unlock the true potential of their team.

In The Advice Trap, Michael Bungay Stanier, author of the bestseller The Coaching Habit, delivers another engaging and practical guide for managers and leaders. The book challenges one of the biggest traps in leadership—the irresistible urge to give advice.

Stanier introduces the concept of the ‘Advice Monsters’, those internal voices that push us to jump in with solutions rather than listening and empowering others. By learning to tame these monsters and resist seven common managerial temptations, leaders can shift from being fixers to coaches, creating the conditions for real growth and engagement.

What makes this book particularly effective is its accessibility. With humor, wit, and relatable examples, Stanier offers clear, actionable techniques for asking better questions, deepening conversations, and fostering independence in teams. His ‘blackbelt’ tools— transparency, lightness, and deep appreciation—are especially powerful, showing how subtle changes in approach can have a transformative impact.

What’s a non-negotiable principle you never compromise on?

Conviction and Integrity. Doing what’s right—even when it’s tough—is a principle I live by. Having the courage and conviction to do the right thing is critical for a leader.

What’s the most underrated skill for future leaders—and why do you believe it truly matters?

One of the most overlooked leadership skills is the ability to bring energy that creates urgency. It’s not about chaos or pressure—it’s about emotional momentum. People don’t move faster because you say so—they move because they feel the moment matters. Leaders who can create focused energy will build teams that act with clarity and speed. I’ve seen this first hand and people around me always feel my energy and it affects them positively.

Which recent innovation (inside or outside your industry) excites you the most?

Usage of AI across supply chain excites me because it transforms how supply chains operate—anticipating disruptions, reducing waste, and building resilience. It’s a competitive necessity for the future.

Unlike many leadership books heavy on theory, The Advice Trap is practical and immediately usable. It’s a companion to The Coaching Habit but stands strongly on its own, offering fresh insights for leaders at any stage.

From Strategy to Scale: Redefining Supply Chain Leadership

Supply chains today demand more than operational excellence—they require vision to balance efficiency, scale, and innovation. For Chetan Kumria, Founder & MD, Xcell Supply Chain Solutions, leadership has meant steering large, complex networks through transformation— introducing automation, building resilience, and laying the foundation for double-digit growth. His journey underscores the value of discipline, focus, and timing, whether in executing strategies, making tough decisions, or learning from failure. In this conversation, he opens up about the principles that shaped his leadership and the innovations that are redefining the future of logistics in India.

What’s the toughest decision you’ve had to make as a leader, and what did it teach you?

As leaders in supply chain management, we constantly face difficult decisions because we are navigating highly complex and interconnected operations. To single out one decision is not easy, but one situation that stands out was when we had to implement automation to improve productivity and reduce costs. While automation was essential to ensure competitiveness and efficiency, it came with the extremely tough decision of reducing manpower, which meant letting go of many workers.

This decision weighed heavily on me, because behind every role was a person, a family, and a livelihood. What it taught me, however, is that leadership often demands

balancing organizational needs with empathy for people. The experience reinforced the importance of transparent communication, fairness, and providing support to those impacted, while still making the hard choices necessary for long-term sustainability.

How do you define “Legacy” in the context of your work and long-term impact?

Creating a legacy in professional life is never easy. For me, a true legacy lies in building systems and organizations that continue to deliver long after you’ve moved on. I have been fortunate to lead a large-scale supply chain transformation that touched every aspect—from procurement and LTCP to demand planning, logistics, and inventory management.

This transformation was instrumental in preparing the organization for the future, ensuring supply chain readiness to support five years of double-digit growth for a large and complex business. Looking back, I believe this has left a meaningful long-term impact, not only in terms of numbers but also in shaping a resilient and scalable supply chain that others can build upon.

What’s a life lesson you learned outside of work that you bring into your leadership every day?

A simple yet powerful lesson I’ve learned is: “Talk less, listen more.” Too often, leaders feel the need to constantly speak, instruct, or assert. But true leadership lies in listening— listening to employees, colleagues, customers, and even critics. When you listen deeply, you gain insights that help you make decisions that are both effective and considerate. I bring this philosophy into my leadership every day. By listening more, leaders not only earn trust but also empower their teams, foster collaboration, and make better, wellrounded decisions.

What belief or habit has most contributed to your personal growth?

If I had to highlight three guiding principles in my personal and professional journey, they would be discipline, focus, and dedication. These traits have kept me steady in moments of uncertainty and have helped me deliver results consistently over time.

Equally important is the role of trust. When you are leading large teams or managing complex supply chains, trust becomes the glue that holds everything together. Trust is not limited to employees—it must extend to suppliers, partners, and customers. Combined with strong ethics, trust creates an environment where people feel secure, respected, and committed to a shared purpose.

What’s a recent failure or setback that taught you an invaluable lesson?

Failure is inevitable in both personal and professional life, but I believe it should never discourage you—it should propel you forward. One of my significant learnings came from launching a new business model in the supply chain industry. It was innovative, but it was ahead of its time. The market was not ready, and the initiative failed to gain acceptance.

The lesson I drew from that experience is that ideas and innovation are critical, but timing is equally important. Even the best concepts can fail if the ecosystem is not ready for them. Since then, I’ve always considered not just the quality of innovation but also the maturity of the market and the readiness of stakeholders.

What’s a non-negotiable principle you never compromise on?

Two values that I have never and will never compromise on are integrity and empathy. Integrity ensures that decisions are taken with honesty, fairness, and transparency, even when the stakes are high. Empathy, on the other hand,

ensures that leadership remains human-centered, balancing performance with compassion. I strongly encourage the next generation of leaders to uphold these principles. In my view, they are not optional—they are the very foundation of sustainable and ethical leadership.

What’s the most underrated skill for future leaders—and why do you believe it truly matters?

In my view, in this world of AI and rapid technological disruption, the most underrated skill for future leaders is Emotional Intelligence (EI). While technical expertise and strategic thinking are critical, EI is often overlooked despite being the foundation of effective leadership. It encompasses self-awareness, empathy, and emotional regulation—all of which are essential for navigating complex relationships, making sound decisions under pressure, and building trust across teams.

Leaders with high EI can manage their own reactions, understand and positively influence others, and create a work environment where people feel valued and motivated. This ability becomes especially crucial when navigating change, handling crises, or driving collaboration across diverse stakeholders. In my opinion, emotional intelligence is not just a “soft skill”—it is a core leadership capability that will define effectiveness in the future of work.

Which recent innovation (inside or outside your industry) excites you the most?

I find the digital aggregation of trucks and freight particularly exciting. The transportation industry in India has long been fragmented, with inefficiencies resulting from scattered operations and lack of coordination. Digital aggregation platforms create opportunities to connect truck owners with shippers, optimize routes, reduce empty miles, and minimize waste in the supply chain.

This innovation not only promises efficiency and cost savings but also has the potential to transform logistics into a more organized, transparent, and sustainable ecosystem. In the years ahead, I see this as one of the game-changers for the Indian supply chain and transportation industry.

Looking back, what do you wish you knew when you first stepped into a leadership role—and what advice would you give your younger self today?

When I first stepped into leadership, I believed it was about authority, control, and constantly being busy. Over time, I realized that leadership is not a title—it is a continuous journey of growth, learning, and influence. If I could advise my younger self, I would emphasize a few things:

b Focus on developing others, not just yourself.

b Build trust early—it is far more valuable than control.

b Seek feedback regularly—it accelerates growth.

b Understand that influence matters more than positional power.

True leadership is earned through knowledge, character, and work ethic, not through hierarchy. That is the lesson I would carry back to my younger self, and the advice I would share with every aspiring leader.

Decisive Leadership in Pharma’s Fast Lane

From navigating the supply chain pressures of a global pandemic to leveraging AI-driven efficiencies, Masud Shaikh, Senior Vice President – Distribution & Marketing Services, Alembic Pharmaceuticals Ltd., has built a career in pharma operations defined by clarity under pressure and an unwavering commitment to integrity. He believes that technology and human values must move in tandem, and that leadership is measured not just by results, but by the legacy left in people and processes. In this candid exchange, he shares the underrated skills that shape strong leaders, the toughest calls he’s made, and the innovations shaping the future of pharma.

What’s the most underrated skill for future leaders—and why do you believe it truly matters?

Over my 36 years of experience, I’ve seen technology evolve, industries transform, and priorities shift—but one skill remains timeless: presence of mind. In operations, situations can change in a matter of minutes, and you’re often forced to make critical decisions with only partial data at hand. This ability to think clearly under pressure can be the difference between a timely solution and a costly mistake. Alongside this, I believe soft skills like empathy and clear communication are just as essential. These are the glue that hold teams together, especially in fast-paced, high-stakes environments where stress can fray tempers and cloud judgment.

What’s the toughest decision you’ve had to make as a leader, and what did it teach you?

The Covid-19 pandemic brought an entirely new level of challenge. Balancing the uninterrupted supply of essential medicines—which millions of patients depended on—with the safety of our workforce was one of the toughest calls of my career. Every decision carried weight: pushing too hard could risk lives, slowing down could risk patient care. What I learned was that empathy and swift action must go hand in hand. In a crisis, you can’t afford the luxury of choosing one over the other—human well-being and operational continuity must be managed simultaneously.

When I first stepped into a leadership role, I thought my job was to have all the answers. Over time, I realized that leadership is less about knowing everything and more about creating an environment where the right answers can emerge. My advice to my younger self would be: listen more than you speak, learn from everyone around you, and build trust across all levels. Leadership is a journey, not a destination.

How do you define “legacy” in the context of your work and long-term impact?

To me, legacy isn’t about titles, awards, or personal milestones—it’s about the people you’ve empowered and the culture you’ve helped build. I’ve always believed that a leader’s role is not to control, but to guide. My approach has been to give my team ownership, trust their judgment, and resist the temptation to micromanage. I’ve drawn inspiration from my own mentors and tried to pass on those same values. If the people I’ve worked with continue to lead with confidence, integrity, and accountability long after I’m gone, then that is the truest reflection of my legacy.

What’s a life lesson you learned outside of work that you bring into your leadership every day?

It’s simple, yet powerful—treat people fairly and listen, truly listen. Whether it’s a colleague, a partner, or a vendor, everyone has their own challenges and constraints. Taking the time to understand their perspective often leads to better decisions, stronger partnerships, and fewer conflicts. It’s a lesson that serves equally well in life and in leadership.

What belief or habit has most contributed to your personal growth?

Three habits stand out: time discipline, trusting people, and encouraging them to step outside their comfort zone. I’ve found that performance isn’t just about skill—it’s also about intent and integrity. When you combine discipline with trust and push people to explore new possibilities, growth becomes inevitable, for both individuals and teams.

What’s a recent failure or setback that taught you an invaluable lesson?

One of the biggest lessons I’ve learned is that past success can easily breed complacency. When things are running smoothly, it’s tempting to believe they’ll always remain that way. But in today’s world, staying static is equivalent to falling behind. I actively work against that mindset by continuously upgrading systems, embracing new technologies, and encouraging my team to challenge the status quo so that we remain future-ready.

If you could spend a day shadowing anyone—past or present—who would it be and why?

Without hesitation, I’d choose Mr. Shreekumar Nair, our

former President. He had an exceptional ability to solve problems while building scalable infrastructure for Alembic’s operations. His time management skills and his calmness under pressure were remarkable. I had the privilege of learning from him during my career, but to shadow him for an entire day—watching how he thought, prioritized, and made decisions—would be a masterclass in leadership.

The Principle I’ll Never Compromise On

For me, integrity and decisive action are non-negotiable. In the supply chain world, every delay has a domino effect— costs escalate, relationships strain, and most importantly, patients could be left waiting for life-saving medicines. You cannot afford hesitation when the stakes are that high. I believe in acting swiftly once the facts are clear, even if the decision is tough or unpopular. In our line of work, speed and ethics must operate together—one without the other simply doesn’t work.

The Innovation That Has Me Excited

I’m deeply excited by the way Artificial Intelligence (AI) and Machine Learning (ML) are reshaping pharma. These aren’t just buzzwords—they’re practical tools with the power to transform our industry. Predictive analytics can now forecast demand with far greater accuracy, helping us plan inventory and production more efficiently. Machine learning algorithms can detect anomalies and reduce human error, making our processes faster and more reliable. The real potential lies in marrying this technology with on-ground expertise—ensuring that we’re not just moving faster, but also delivering safer, more consistent outcomes for patients.

Looking back, what do you wish you knew when you first stepped into a leadership role—and what advice would you give your younger self today? When I first stepped into a leadership role, I thought my job was to have all the answers. Over time, I realized that leadership is less about knowing everything and more about creating an environment where the right answers can emerge. My advice to my younger self would be: listen more than you speak, learn from everyone around you, and build trust across all levels. Leadership is a journey, not a destination.

The Leadership Equation: Empathy + Integrity

+ Adaptability

True leadership today is defined less by authority and more by the ability to balance empathy, foresight, and integrity. In the complex world of pharma supply chains—where every decision ultimately impacts patients—this balance becomes even more critical. Rajesh Shetty, Supply Chain Lead, Roche, exemplifies this approach, believing that empathy is the most underrated skill for leaders. His journey, spanning three decades across pharma, FMCG, startups, and biologics, highlights the importance of simplifying processes, building resilient systems, and creating legacies that endure. In this conversation, he reflects on the toughest calls, the power of continuous learning, and why integrity remains a non-negotiable principle in leadership.

What's the most underrated skill for future leaders—and why do you believe it truly matters?

I believe ‘Empathy for Stakeholders’ is a very underrated skill. It's crucial for a supply chain leader to understand the challenges faced by commercial teams, be flexible in their approach, and remain solution oriented. A supply chain leader who demonstrates empathy will simplify processes and provide effective solutions to customers. This skill requires leaders to be adaptable, flexible, and aware of their strengths and weaknesses. Empathy also means a leader won't act in silos; they will understand other stakeholders'

points of view and make decisions for the overall benefit of the organization. This is especially important for a supply chain professional in the pharma industry, where the ultimate customer is a patient who is already distressed and anxious.

What’s the toughest decision you’ve had to make as a leader, and what did it teach you?

In a leadership career, tough decisions like Reorganization, Restructuring, or Rationalization are often necessary, and they can be mentally and physically draining. My key

I believe it’s important for young leaders to be taught how their supply chain decisions align with the overall organizational strategy. Otherwise, young leaders might pursue projects that ultimately add no value to the organization.

learning from successfully executing such critical events is the importance of extensive strategizing, thorough planning, and involving all internal and external stakeholders. A leader must have the foresight to anticipate potential risks, conduct a proper risk assessment, and implement mitigating actions. It's like the game of chess where the leader anticipates all risks and proactively takes measures to mitigate them.

How do you define “legacy” in the context of your work and long-term impact?

I define ‘Legacy’ as work that is sustainable over a long period. I always strive to do what I believe is best-in-class at the time. To truly create a legacy, it's essential to cultivate a work culture where there is respect and acceptance of divergent views, and where your team is comfortable raising issues with you. This requires making bold decisions and implementing innovative changes in ways of working to improve team members' lives and benefit the organization. For example, in a leading organization when we were upgrading the infrastructure of the warehouses, we took inputs from all our stakeholders (Logistics service providers, Quality, Safety, and Finance team members) and succeeded in creating sustainable infrastructure that benefited everyone. These kinds of actions create a legacy for your work in the industry.

Similarly, in another instance, we embarked on a digitization journey for our supply chain. Initially, there was a lot of pessimism about the project, but as we started getting small wins, people began to believe in the vision and came together to make the project a huge success. This kind of project creates a legacy not only within your organization but in the industry as a whole.

What’s a life lesson you learned outside of work that you bring into your leadership every day?

One life lesson I've learned is the importance of taking risks and having self-belief in one's ability. Some projects may fail, but as a leader, you should be happy that you have given 100% effort to that project.

What belief or habit has most contributed to your personal growth?

‘Never Stop Learning’ has been the guiding principle throughout my career. This habit helped me adapt when I transitioned from the pharma industry to the FMCG industry, and then from a branded formulation company to a startup, and subsequently to a biologics company. These changes required me to unlearn previous knowledge and embrace new learnings, which in turn helped me create a vision and align that supply chain vision with the overall organizational goals.

What’s a recent failure or setback that taught you an invaluable lesson?

I prefer to view ‘Failures’ as learning experiences. When we connect the dots, these experiences provide new perspectives for the future. I've often felt that some projects were failures and needed to be shelved, only to find that the experiences from those projects later proved invaluable in other areas of my work.

What’s a non-negotiable principle you never compromise on?

Integrity toward the company in a professional setting is a non-negotiable principle for me. As the saying goes, you cannot be 50-50 in integrity; you either act with integrity or you don't. In today's environment, integrity and transparency are very important because India is becoming a global economy, and a lack of integrity and transparency will impact the reputation of both the leader and the organization.

Which recent innovation (inside or outside your industry) excites you the most?

Several recent innovations excite me, particularly the rapid strides in digitization within the Indian pharma industry post-COVID. Alongside this, government policy interventions are reshaping the broader ecosystem and creating new avenues for growth. Increased budget allocations for medicines through various schemes have further strengthened access, while the rise of e-pharmacies and corporate hospitals is transforming how healthcare is delivered. Collectively, these developments bring both challenges and opportunities, ensuring that supply chain professionals remain agile, adaptive, and constantly on their toes.

Looking back, what do you wish you knew when you first stepped into a leadership role—and what advice would you give your younger self today?

In my 30-year career in supply chain, most of the time I performed tasks without fully understanding their impact on the overall vision of the organization. For instance, we implemented many innovations in cost leadership, goto-market strategies, and process improvements, but we didn't always grasp how these changes complemented the organization's overall strategy. This understanding came much later in our careers. I believe it's important for young leaders to be taught how their supply chain decisions align with the overall organizational strategy. Otherwise, young leaders might pursue projects that ultimately add no value to the organization.

Building Stronger Teams, Shaping Smarter Supply Chains

As global supply chains transform through technology and disruption, Rajiv Ganju, Sr Vice President – Manufacturing & Global Supply Chain, Luminous Power Technologies, sees listening as the underrated skill that keeps leaders grounded. By combining this with resilience learned from Marathon Running and an unwavering commitment to integrity, he has shaped a leadership style that thrives on Adaptability, Mentorship, and Building Sustainable Teams for the future.

What’s the toughest decision you’ve had to make as a leader, and what did it teach you?

One of the toughest decisions I made was to completely overhaul our ways of working by introducing automation and innovative technologies. The old system, while functional, was a roadblock to innovation. This was a difficult choice because it meant a period of disruption, training our employees, significant cost, and no guarantee of a smooth transition. Most importantly, the toughest among them all was mindset change among the people. It taught me the importance of change management and how to make it seamless. It's about having the conviction to make a difficult decision for the long-term health and growth of the organization. I learned that you must clearly articulate the vision for the future to your team and inspire them to

embrace the challenge. This experience underscored the importance of transparency and trust when leading through change.

How do you define ‘Legacy’ in the context of your work and long-term impact?

I define ‘Legacy’ not by financial metrics or corporate titles, but by the people you've mentored, inspired, and empowered. My legacy is the success of those I’ve helped develop—the leaders I've coached, the careers I’ve helped launch, and the culture of continuous learning I’ve helped instil in them. The true measure of my impact is seeing others thrive and carry forward the principles of integrity, hard work, and empathy.

The belief that has most contributed to my personal growth is that learning is a continuous, lifelong journey. I make it a habit to seek out new perspectives, whether through reading books outside my industry, talking to people from different walks of life, or getting direct feedback from my team.

What’s a life lesson you learned outside of work that you bring into your leadership every day?

A life lesson I learned outside of work comes from my passion for running marathons. There's a point in every long race when your body is telling you to stop, but your mind has to push through. It’s about conquering that mental wall and continuing to put one foot in front of the other, even when it feels impossible.

I bring this into my leadership every day. It’s taught me the importance of resilience and grit. When a project hits a major obstacle or the team feels fatigued, I remind them to focus on the next small step. Progress isn't always a sprint; it's the sum of a thousand small, consistent efforts. It's about building the endurance to see a long-term goal through to the finish line.

What belief or habit has most contributed to your personal growth?

The belief that has most contributed to my personal growth is that learning is a continuous, lifelong journey. I make it a habit to seek out new perspectives, whether through reading books outside my industry, talking to people from different walks of life, or getting direct feedback from my team. This habit of curiosity and a commitment to self-improvement has allowed me to adapt to a constantly changing landscape and evolve my leadership style.

What’s a recent failure or setback that taught you an invaluable lesson?

A recent failure was a strategic initiative that didn't meet its goals. We had a great plan and a dedicated team, but we didn’t pivot quickly enough when market conditions shifted. The invaluable lesson I learned was the importance of agility and responsiveness. We were too invested in our initial plan to recognize the need for a course correction. This taught me to prioritize a data-driven approach and build in regular checkpoints to reassess our strategy and be ready to adapt.

If you could spend a day shadowing anyone—past or present—who would it be and why?

It wouldn't be a past or present CEO, but rather a team member who is a Gen Z or a recent college graduate. I believe in the power of Reverse Mentoring – the idea that wisdom flows both ways. I am keen on understanding their perspective on work, technology, and what truly motivates them. I'd ask about their expectations of a modern leader and how they envision building a sustainable future. Shadowing a new employee will give invaluable insights into the emerging workforce and future consumers, helping me to stay connected and lead more effectively in an ever-changing world.

What’s a non-negotiable principle you never compromise on?

A non-negotiable principle I never compromise on is integrity. It’s the foundation of all trust, whether with your team, customers, or partners. Being honest, ethical, and consistent in your actions is paramount. Without integrity, a leader's credibility is worthless, and no amount of success can compensate for a loss of trust.

What’s the most underrated skill for future leaders—and why do you believe it truly matters?

The most underrated skill for future leaders is listening. It’s more than just hearing words; it's about actively understanding the underlying emotions, unspoken concerns, and diverse perspectives of others. In our fast-paced world, many leaders are great at talking but struggle to truly listen. This skill is critical for building trust, fostering innovation, and making informed decisions. By truly listening, a leader can uncover hidden insights and ensure everyone feels seen and heard, which is the foundation of a strong, cohesive team.

Which recent innovation (inside or outside your industry) excites you the most?

The innovation that excites me most is the application of AI in supply chain optimization. Technologies that use machine learning to predict demand, automate inventory management, and optimize logistics routes are transformative. This isn’t just about efficiency; it's about creating more resilient and sustainable supply chains. The ability to anticipate disruptions and make real-time adjustments will fundamentally change how we deliver goods and services.

Looking back, what do you wish you knew when you first stepped into a leadership role—and what advice would you give your younger self today?

Looking back, I wish I had known that it's okay not to have all the answers. When I first stepped into a leadership role, I felt pressure to be the expert on everything. I would tell my younger self to embrace vulnerability and to lean on the collective intelligence of the team. My advice would be: “Your job isn’t to have every solution, but to ask the right questions and to create an environment where the best ideas can flourish. Be a facilitator, not just a director. And most importantly, always lead with empathy.”

THE th

CELERITY SUPPLY CHAIN TRIBE CONFERENCE & AWARDS 2025 –WHERE STRATEGY MET CELEBRATION

When the movers & shakers of India’s supply chain world gather, you don’t just get polite panel discussions — you get strategy under the spotlight, ideas under pressure, and leaders telling it like it is. The 7th Celerity Supply Chain Tribe Conference & Awards 2025 was a day of Candour, Competition, and Celebration, where challenges were tackled head-on and excellence took centre stage.

THE 7th Celerity Supply Chain Tribe Conference & Awards was never meant to be a day of safe speeches and ceremonial handshakes. It unfolded like a highvoltage summit where big ideas were pressure-tested in real time, leadership stories were shared with refreshing candour, and the future of supply chains was pulled apart, debated, and rebuilt — all in the span of a single day. Every conversation felt alive, every exchange had weight, and from the first warm greeting over coffee to the final standing

ovation, the energy never dipped. Guided by the theme “Addressing Real-World Challenges & Opportunities Across Modern Supply Chains”, the event was a clear departure from the echo chambers of industry jargon. Instead, it cut straight to the operational and strategic truths that seasoned professionals live with every day — the ones that can derail a quarter or spark a breakthrough. Discussions didn’t just skim the surface; they plunged into the deep end, tackling the very pressures that keep leaders awake at night and the opportunities that push them to

innovate by day. It was a forum where optimism met realism, and where every insight felt both urgent and actionable. By the time the final conversations wound down, it was evident this was more than a one-day event. The insights shared will find their way into strategy decks, the connections made will evolve into partnerships, and the recognition earned will fuel ambition for years to come. In a sector defined by motion, the 7th Celerity Supply Chain Tribe Conference & Awards didn’t just keep pace with change — it gave it a direction!

Conversations That Went Off the Script

The panels played out less like scripted conferences and more like live strategy drills, where industry heavyweights swapped war stories, tested each other’s thinking, and laid bare the playbooks that keep supply chains moving under fire.

“Strategic Agility: Rolling with the Punches” unfolded like a playbook for survival in volatile markets, with speakers sharing how split-second decisions, often made under immense pressure, became turning points for their organizations. These weren’t abstract theories — they were lived experiences that revealed just how quickly supply chain leaders must pivot when the ground shifts beneath them.

The panel had august speakers including Moderator: Chetan Kumria, Founder & MD, Xcell Supply Chain Solutions

 Chetan Thakar, Head -Mfg. & Integrated Supply Chain, PETRONAS Lubricants

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

 Milind Mandlik, Supply Chain Director - Asia Pacific, Ashland

 Rajiv Ganju, Sr VP – Manufacturing & Global Supply Chain, Luminous Power Technologies

 Satyendra Patidar, General Manager - Supply Chain, Asian Paints PPG

“Logistics on the Move” took disruption — a word often spoken with a grimace — and reframed it as a springboard for reinvention. From building resilience into transport networks to strengthening partnerships with third-party logistics providers, the conversation painted a vivid picture of agility as a long-term asset rather than a stopgap fix.

The esteemed panel included:

Moderator: Mohandas Menon, Contract Logistics Strategist at multiple companies

 Amrendra Singh, Director Logistics Operations, Mondelez International

 Anil Dalvi, Vice President - Supply Chain, Tata Play

 Badrinath Setlur, CEO-India, Pando

 Pavan Maloo, Head - Supply Chain Management and Digital, VoltasBeko

 Vinod Kumar, VP - Supply Chain, CEAT Ltd.

When the focus turned to technology, “Tech Stack That Delivers” stripped away the shine of buzzwords to confront the reality: not every shiny new tool earns its keep. Panellists dissected their own adoption journeys, sharing both the wins and the hard lessons from investments that didn’t pay off. It was a masterclass in separating hype from genuine ROI, with practical advice for avoiding tech fatigue.

The distinguished panel had:

Moderator: Rajat Sharma, Vice President - SCM & Logistics, Hamilton Housewares (Milton)

Speakers:

 Neha Sorathia, Sr Principal, Accenture Strategy & Consulting

 Neha Singh, VP Global E2E Supply Planning Transformation, Diageo

 Shreyas Dhore, GM- Supply Management Shared Services, John Deere

 Tannistha Ganguly, Associate Director - Supply Chain WMS (IT), Kimberly-Clark

In “Procurement Power Play”, the tone shifted from operational efficiency to strategic influence. Here, procurement was not a backroom function but a boardroom force — steering sustainability initiatives, strengthening supplier relationships, and adding measurable value to the business. The message was clear: procurement done right can shape not just costs, but competitive advantage.

It was Moderated by TS Venketram, Co-Founder, UNPAUSE Consulting

The speakers included:

 Amol Polke, Global Head Procurement, Piramal Pharma Solutions

 Deepak Jain, Director, Argon & Co.

 Nikhil Puri, Sr VP – Direct Purchase, Yokohama ATG

 Subodh Nagarsekar, VP - Procurement & Supply Chain, Rentokil PCI

 Vikrant Srivastava, Associate Director- Supply Chain, Yum Restaurants India Pvt Ltd.

Moderator: Sanjay Desai, Advisor and Independent Director at multiple companies

Speakers:

 Aparna Sharma, HR Advisory, Independent Director

 Kapil Pathare, Deputy Managing Director, VIP Clothing

 Manpreet Kaur, Founder & CEO, Vivantaa Capital

The closing session, “When All the CXOs Think Customer”, pulled back the curtain on what it really takes to create a customer-first organization. It’s not just a slogan, the leaders stressed, but an organizational rewiring that demands every department, from marketing to manufacturing, move in sync. The candour across all sessions was refreshing — no sugar-coated success tales, just unfiltered insights that bridged boardroom vision with shopfloor execution, leaving the audience with a mix of practical takeaways and big-picture inspiration.

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

 Narendrra Arora, CFO-AMEA, CMR Surgical

 Surya Kanta Dash, VP- Supply Chain Head- PBG, Reliance Retail

The KnoWerX Workshop — Learning in the Fast Lane

If the panels sharpened perspectives, the live workshop by KnoWerX Education (India) Pvt. Ltd., set the room buzzing with competitive energy. For an hour, delegates immersed themselves in a high-pressure, real-world-style challenge where every decision carried ripple effects. Tables became strategy hubs, discussions morphed into negotiations, and plans were redrawn in the moment. The exercise wasn’t just about arriving at the right answer — it was about staying agile when certainty was off the table. In the end, the winning team was celebrated for its smart, collaborative approach, earning well-deserved applause from the room.

The momentum rolled into a lively demand planning and distribution simulation game that drew in even the most seasoned executives. Laughter mixed with quickfire calculations as participants tackled complex scenarios with surprising intensity. Together, these interactive sessions proved that industry-critical skills can be sharpened in formats that are every bit as engaging as they are educational.

AWARDS EVENING

From Strategy to Spotlight

AS the day transitioned into evening, the atmosphere shifted from sharp debates to welldeserved celebration. The Celerity Supply Chain Tribe Awards 2025 set the spotlight on the people and organizations redefining what excellence means in a field that never stands still. Recognition flowed across categories such as Exemplary Supply Chain for Corporates, 40-Under-40 Super Achievers, and 30-Under-30 Rising Stars.

But it wasn’t only about emerging talent — seasoned industry leaders and Chief Supply Chain Officers also took

the stage, their achievements reflecting years of steering complex networks through disruption, transformation, and growth. Each name announced carried the weight of relentless persistence, inventive problem-solving, and a leadership style tuned for both precision and agility.

The applause was warm, sustained, and more than just ceremonial. It was a collective salute to an ecosystem that thrives under pressure, adapts without pause, and proves that even in an era of constant flux, excellence is not a lucky accident — it’s deliberately engineered, nurtured, and celebrated.

The Supply Chain Leadership Felicitation

 Chetan Kumria, Managing Director, Xcell Supply Chain Solutions

 Rajesh Shetty, Supply Chain Lead, Roche

 Ravikant Parvataneni, CEO India, Argon & Co

 Surya Kanta Dash, VP — Supply Chain Head- PBG, Reliance Retail

CSCOs who were also felicitated but missing from the photo…

 Ashu Gupta, Vice President Supply Chain, Koye Pharmaceuticals Pvt Ltd.

 Masud Shaikh, Sr. Vice President, Alembic Pharmaceuticals Ltd.

 Rajiv Ganju, Sr Vice President Manufacturing & Global Supply Chain, Luminous Power Technologies (P) Ltd.

This image captures the winners under the Exemplary Supply Chains – Corporate category. And the winning companies are Cipla, Dalmia Cement, Teleflex Medical India, and Pristine Value Logistics.

The Jury for the Under-40 Awards are:

 Dr Ashok Pundir, Former Professor, IIM Mumbai (also our Exemplary Jury)

 Sanjay Desai, Business Leader & Independent Director (also our Exemplary Jury)

 Royston Fernandes, Supply Chain Strategist and Trainer

 Ravikant Parvataneni, CEO - India, Argon & Co

 TS Venketram, Co-Founder, UNPAUSE Consulting

Jury members who couldn’t join us at the event included:

 Akhil Srivastava, Senior Director International Supply Chain, New Business Development & Innovation, ABINBEV

 Sukanta Das, President & Chief Logistics Officer, Hindalco Industries Ltd.

 Sanjeev Suri, Senior Vice President - Global Omni Channel Logistics & Customer Services, Amway

This image captures the Celerity Under-40 Supply Chain Super Achievers 2025 After a rigorous jury process, 22 Under-40 individuals emerged as winners.

 Arpita Srivastava, Supply Chain Planning & Logistics Leader, Schreiber Foods (India)

 Jivraj Papdiwal, Head Procurement - Non Agriculture & Foods, Marico Ltd.

 Neha Singh, VP Global E2E Supply Planning Transformation, Diageo

 Nikhil Puri, Senior VP, Direct Procurement, Yokohama OffHighway Tires

 Rajat Sharma, VP – Supply Chain & Logistics, Hamilton Housewares



Jury members who were not present during the ceremony:

 Sourabh Raghuvanshi, VP – Supply Chain, Lava International

 Srinath Reddy, Head- S&OP, United Breweries Ltd.

This image captures the outstanding young winners of the Celerity Under-30 Supply Chain Super Stars Awards 2025! 11 Under-30 individuals emerged as the brightest minds shaping the future of supply chains.

 Tannistha Ganguly, Global Head, WMS (IT Delivery), Kimberly-Clark

Varun Kakkar, General Manager Supply Chain, Grasim Industries Ltd.

Email: tech@celerityin.com | Mobile: 79771 05913 Website: www.supplychaintribe.com www.supplychaintribe.events