India’s Supply Chain: Challenges & Future

Q1. You’ve led large-scale warehousing, logistics, and supply chain operations for over 18 years across FMCG, retail, ceramics, and multi-category distribution—could you start by giving us a brief introduction to your roles and responsibilities across these leadership positions?

Over the past 18+ years, I have led large-scale warehousing, logistics, and end-to-end supply chain operations across FMCG, retail, ceramics, and multi-category distribution. My roles have spanned greenfield warehouse setup, national distribution network design, capacity planning, transport contracting, 3PL/4PL governance, inventory management, and customer fulfilment. I have managed high-throughput distribution centres, regional warehouses, and pan-India transportation networks supporting both B2B and B2C channels.

In every assignment, my responsibilities have centred on improving fulfilment speed, driving operational excellence, enabling digital transformation, and building high-performing teams capable of supporting aggressive business scale.

Q2. With supply chains becoming increasingly unpredictable, what operational shifts have you seen in how companies are redesigning national distribution networks to improve resilience and last-mile efficiency?

In recent years, companies have revisited their network design philosophies to account for volatility, e-commerce growth, and fragmented demand patterns. The most notable shifts include:

• Decentralisation of inventorythrough more regional or spoke-level nodes to reduce delivery times and strengthen service reliability.
• Hybrid fulfilment models