Q1. Could you start by giving us a brief overview of your professional journey, particularly focusing on how your experience across consulting and supply chain leadership has shaped your views on digital transformation and sustainability?

I have about 25 years of experience. I began my career primarily in manufacturing, working on the field side, before transitioning into technology and consulting. My consulting experience spans both process and technology consulting, and I have worked extensively across these domains.

My work has taken me across the globe and into multiple industry verticals.

I have worked with many Fortune 500 clients, as well as prominent Indian companies in FMCG, manufacturing, retail, poultry, high tech, pharmaceuticals, and textiles. My primary area of expertise is supply chain and its related fields. In recent years, I have provided thought leadership in this domain and led multiple implementation initiatives. I am also the author of a well-regarded book, 'The Consulting Way.'

The book reflects on my 25 years of experience and has been well received.

 

Q2. How do you see emerging technologies like AI, IoT, and digital twins reshaping the supply chain landscape, especially in improving agility, forecasting accuracy, and end-to-end visibility?

Let me address IoT first. When I began my career, RFID chips were prohibitively expensive—about 200 rupees each. Today, they cost only around two rupees, making the technology far more accessible. One of the biggest challenges in any supply chain is efficient data collection.

Previously, data collection required significant manual effort. Now, with the advent of affordable IoT technology, data collection has become much more effective. Since supply chain failures are inevitable, the key is how quickly you can respond—and that relies on rapid access to information.

This need for timely information applies both within and outside the organization, and IoT plays a significant role in facilitating this. Turning to AI, supply chain professionals face the challenge of processing vast amounts of data.

While I still believe the human brain is unmatched, it simply cannot process the sheer volume of data within the required timeframes. This is where AI becomes invaluable, especially for handling routine tasks.

However, when it comes to decision-making, AI cannot fully replace human judgment. Humans will continue to make key decisions, while AI handles the background work, such as data processing, particularly in forecasting.

Traditionally, forecasting relied on analyzing past sales history. Now, as the world becomes more complex and additional factors come into play, AI can incorporate a wider range of data and generate more comprehensive insights.

Similarly, in new product introductions, we typically compare with similar existing products to make forecasts. However, as market dynamics evolve, it is crucial to analyze multiple comparable products and data points. AI excels in this area, often outperforming human analysis.

For example, when dealing with new versus recycled parts, it is easy to lose track of materials. AI can help us manage and track disposed parts more effectively.

It can create track-and-trace solutions and streamline reporting on product recyclability. These reporting processes can be completed by AI in minutes, and AI can also provide valuable insights—for example, when simulating different materials.

AI can simulate the use of multiple materials and quickly present results. A key advantage of AI in sustainability is its ability to measure outcomes instantly—once something can be measured, action can be taken.

This enables organizations to act promptly on sustainability metrics.

 

Q3. Sustainability is increasingly seen as a core business metric, not just a compliance goal. How are organizations embedding sustainability metrics within their supply chain design and operations?

Many believe sustainability is costly, but if executed well, it can actually be a business enabler. For example, when I was part of the Indica project with Tata Motors, we needed to launch a car at a price point of 2.5 lakh rupees. If we had tried to source all new materials, the cost would have been 4 lakh rupees.

It would not have been feasible. Instead, we purchased a second-hand production line from Nissan Australia and refurbished it, which added significant value. The customers were also very satisfied with the outcome. Another example is in aviation, where fuel is typically very expensive.

Now, there is technology available to mix used refined oil with aviation fuel, creating sustainable aviation fuel. This helps reduce costs and is also beneficial for the environment.

It reduces greenhouse gas emissions and provides a productive use for used refined oil, which should not be heated as it is carcinogenic. Previously, safe disposal was a challenge, but now such solutions are viable.

If sustainability initiatives are implemented effectively, they can lower costs, reduce material usage, and benefit consumers by providing products that can be recycled at a lower cost.

 

Q4. Global disruptions have shifted the focus from efficiency to resilience. What frameworks or strategies do you find most effective in building adaptive and risk-resilient supply chains?

First, companies need to consider 'what-if' scenarios. Simulation is essential—even though it is impossible to plan for every situation, being prepared provides a significant advantage. Second, organizations must build redundancy into their systems. Many believe inventory is undesirable, but without it, rapid delivery—such as ten-minute delivery—is not possible. Likewise, without excess capacity, you cannot respond effectively to Black Swan events by relocating production.

Similarly, if a chosen logistics route becomes unavailable, it is important to have a fallback option. The traditional 'just-in-time' and zero-inventory approaches are, in my view, myths.

Some level of buffer inventory is necessary for an agile and resilient supply chain. Another common misconception is that, once established, processes will function without intervention. In reality, supply chains are bound to face challenges—the key is how quickly you can recover and resume operations.
Adopting this mindset is critical, especially in a globalized environment where events in one country—such as China or the US—can have significant impacts elsewhere. It is important to closely monitor geopolitical developments, as they can affect supply chains worldwide.

Geopolitical disturbances have become increasingly relevant. In the past, they may not have been as critical, but in today's uncertain world, careful observation is essential to prepare for and respond to potential disruptions.

This allows for timely corrective action when disruptions arise.

 

Q5. As supply chains become more data-driven and digital, what new skills or mindsets do professionals need to develop to remain relevant in this fast-evolving ecosystem?

First, it is essential to shift the mindset that supply chains are simply about delivery; they are now value-adding functions. People must recognize the significant value supply chains bring, and to achieve this, leveraging data is crucial.

Professionals should analyze historical data, current availability, and prevailing rates, while also using scenario simulations. Second, as speed and efficiency are paramount, embracing AI is necessary. While it should not be trusted blindly, it is important to allow AI to handle groundwork, enabling human professionals to make informed decisions. Learning AI, new technologies, and innovative business methods is crucial.

Just because a process has always been done a certain way does not mean it is optimal. It is important to be open to new ideas, experiment, and be willing to learn from failure. This approach fosters agility and continuous improvement.

An agile mindset and openness to new technologies will significantly advance the supply chain profession.

 

Q6. Given your experience across consulting and implementation, how do you see collaboration evolving between technology providers, clients, and ecosystem partners to accelerate digital transformation in supply chains?

Collaboration is key. In the past, companies favored vertical integration and tried to handle everything in-house. Today, however, speed and efficiency are critical, and it is often more effective to collaborate with partners who can perform certain functions better or more cost-effectively.

When the ecosystem grows, everyone benefits. Companies now recognize that relying solely on their own resources is no longer effective—others may have superior technology, processes, or cost structures. Therefore, collaboration is essential, even as competition continues.

The idea is to 'grow the pie' so that all participants benefit. That is why many organizations form partnerships—they may still compete, but collaboration helps expand opportunities for everyone.

As the overall market expands, all parties stand to gain.

 

Q7. From an investor and boardroom perspective, what signals or innovations indicate that a company’s supply chain strategy is truly future-ready — both digitally and sustainably?

It is crucial to evaluate how quickly companies can report supply chain metrics. Manual processes often cause significant delays in data availability.

However, investors expect prompt access to reliable data. If a company can provide comprehensive information at the click of a button, it demonstrates true digital transformation. Second,companies often collaborate with multiple partners, and the extent of data sharing among these partners is an important factor for investors to consider. Third, risk mitigation: does the company have a robust plan in place?

With digital transformation and scenario modeling, companies should have already developed comprehensive risk mitigation plans.

These are key indicators that a company is strategically transforming digitally. Ultimately, success is about speed, efficiency, and how quickly objectives are achieved.