Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I bring over 35 years of global experience leading sourcing, procurement, and digital supply chain transformations across manufacturing, automotive, hi-tech, and IT/BPO consulting. My career spans end-to-end supply-chain leadership—driving 8–10% YoY cost reductions, managing multi-billion-dollar sourcing portfolios, leading 300+ extensive supplier assessments, and implementing AI/ML and Deep tech-enabled procurement and value-engineering initiatives for Fortune 500 enterprises.

Q2. How you see the overall digital supply chain market evolving globally and in India, and what scale or growth estimates you reference when assessing its momentum?

From my TCS and consulting experience, I can say that across the Globe, digital supply chains are scaling at unprecedented speed as enterprises integrate AI, advanced analytics, digital twins, automated planning and Procurement, and real-time visibility platforms into core operations—driving double-digit growth and reshaping how global networks sense, respond, and predict. India’s momentum is even stronger, with rapid digitization across procurement, manufacturing, and logistics fuelled by deep analytics talent, government-backed modernization, and a fast-growing ecosystem of digital-native supply-chain technology partners.

Q3. What shifts are you noticing in adoption rates of AI/ML, automation, and predictive analytics across industries, and how these trends differ across enterprise segments?

My observation is that large enterprises are now scaling AI, ML, and cognitive intelligence well beyond pilots—embedding them into forecasting, spend intelligence, supplier risk monitoring, automated procurement workflows, contract lifecycle management, and master data governance, with clear ROI visibility and mature data foundations. Mid-market companies are rapidly catching up through cloud-native, modular platforms and low-code automation, using integrated analytics to modernize Source-to-Contract and Procure-to-Pay functions without heavy upfront investment. This aligns closely with my own consulting experience, where I have implemented digital solutions across strategic sourcing, should-costing, 360° supplier evaluations, category and spend management, and catalog governance to strengthen both direct and indirect procurement operations.

Q4. How do you see the competitive landscape for digital supply-chain technology shaping up, and which players you believe are influencing industry direction the most?

The landscape is converging around platform players that combine planning, execution, and analytics with embedded AI—while niche innovators in supplier risk, multi-tier visibility, control towers, and sustainability are reshaping the speed of transformation. The real differentiators now are domain-rich platforms paired with strong implementation ecosystems, which is why companies offering both deep supply-chain expertise and digital capability are leading the next wave. Worked with the following players as they are bringing the change - SAP, Oracle, Blue Yonder, Coupa, Ivalua, Celonis. 

Q5. How do you see opportunities expanding for companies that combine digital tools with smarter supplier-management frameworks, such as 360° evaluations or continuous monitoring?

There is enormous value in integrating digital procurement tools with 360° supplier evaluations—empowering organizations to predict risk, benchmark performance, and drive structured improvements in cost, quality, and sustainability. Companies that combine advanced analytics with collaborative, sustainability-aligned supplier frameworks gain a decisive competitive advantage through shorter lead times, stronger compliance, reduced carbon impact, enhanced resilience, and deeper, more strategic supplier partnerships.

Q6. How do you see sustainability metrics becoming integrated into core supply-chain decision-making and supplier evaluation frameworks?

From my TCS consulting experience, I can say that sustainability is moving from a compliance topic to a core business KPI, with carbon footprints, responsible sourcing, and waste reduction becoming embedded in supplier selection, contract terms, and ongoing 360° performance reviews. In fact, many of the platforms deeply analyze supplier sustainability data and share the scores. Forward-looking organizations are using digital tools to quantify and track ESG metrics, enabling procurement to influence design choices, supplier development, and long-term cost and risk outcomes.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

I would definitely ask: How are you turning your digital supply chain and AI investments—along with your sustainability commitments—into real improvements in your customers’ operations, resilience, and environmental impact? And just as importantly, do you have the leadership mindset, data maturity, and partner ecosystem needed to scale those successes consistently across markets?