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

I have spent over 17 years in procurement and supply chain, mainly within the food and FMCG sectors. My experience spans both strategic sourcing and operational leadership — from managing vendor networks and driving cost efficiencies to setting up structured governance and digital processes. I began my career in manufacturing procurement and gradually moved into more strategic roles, where I could influence business outcomes rather than only transactions. Over the years, I’ve focused on transforming procurement into a value-creation function — one that contributes to innovation, speed, and resilience across the supply chain. At Tropolite, I currently lead the Purchase function, focusing on strengthening supplier partnerships, improving efficiency, and ensuring sourcing decisions support quality and sustainable growth.

Q2. How are digital tools — such as spend analytics, supplier dashboards, or AI-driven forecasting — changing procurement decision-making?

Digitalisation has completely changed how procurement teams think and act. Earlier, decisions were driven by instinct and experience; today, they are anchored in data. Spend analytics provides visibility into patterns that help us consolidate volumes and negotiate better. Supplier dashboards give real-time performance insights, reducing dependency on periodic reviews. AI-based forecasting, meanwhile, helps us anticipate demand shifts and manage inventory more intelligently. The most significant benefit is not just accuracy, but agility — the ability to respond quickly when markets or supply conditions change. For procurement leaders, digital tools are less about technology for its own sake and more about creating a transparent, data-driven ecosystem where decisions are faster, collaborative, and defensible.

Q3. How do you balance sustainability targets with cost pressures in a competitive market like food manufacturing?

Balancing sustainability and cost is no longer an “either–or” question; it’s about designing sourcing strategies that make both possible. The key is early supplier engagement and lifecycle thinking. We work closely with partners who can deliver on both environmental and efficiency goals — whether through renewable packaging, energy-efficient processes, or local sourcing that cuts transport emissions. Over time, sustainable choices often prove cost-positive when you factor in reduced waste, stable supply, and better compliance. The mindset shift is to treat sustainability as an efficiency driver rather than an added cost. In food manufacturing, where margins are tight, suppliers who innovate in waste reduction and resource optimisation become our most strategic allies.

Q4. Roughly what share of sourcing in the Indian food ingredients space would you say still relies on imports versus local suppliers?

India’s food ingredient market has evolved rapidly, but imports still play a significant role — particularly in specialised or functional ingredients. Broadly speaking, I’d estimate around 35–40% of sourcing in the value-added segment continues to depend on imports. The remaining 60–65% is now locally available, thanks to the maturing domestic supplier base. 
The true story, however, lies not only in the ratio but also in the change in perspective: Indian manufacturers are investing more in R&D, process expertise, and quality assurance—things that were formerly exclusive to international suppliers. The objective is now to create a hybrid ecosystem where both domestic and foreign providers contribute unique capabilities, rather than importing substitution for its own sake.

Q5. Are you observing new sub-segments like plant-based, clean-label, or fortified ingredients gaining noticeable share, and at what pace?

Yes, the momentum is quite visible. In the last two to three years, plant-based, clean-label, and fortified ingredients have moved from being niche segments to genuine growth drivers. I’d say these categories are expanding at 20–25% annually, faster than traditional ingredient lines. Consumer awareness around health and transparency is fuelling this shift, and food manufacturers are responding quickly. For procurement, it changes the landscape — we are onboarding new suppliers, validating new formulations, and dealing with shorter innovation cycles. It’s an exciting space because it challenges traditional sourcing frameworks and demands a deeper partnership between R&D and procurement.

Q6. How do you see competition evolving between large-scale ingredient companies and smaller niche innovators offering customized or health-focused solutions?

Collaboration is gradually replacing competition. While tiny entrepreneurs contribute agility, fresh ideas, and category knowledge, large corporations have scale, infrastructure, and worldwide networks. To remain relevant in premium and health-focused markets, large corporations are increasingly forming alliances with specialized businesses or investing in them. The future will likely be a layered market: large suppliers managing volume and compliance, and niche innovators driving differentiation. This duality is advantageous to consumers because it promotes innovation, healthy competition, and risk diversification. Making sure that innovation doesn't come at the expense of dependability will be the responsibility of procurement.

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

I’d ask one simple question: “How resilient is your supply chain when the market shifts overnight?” The pandemic taught us that financials and brand value mean little without operational agility. Investors should look for management teams that treat procurement and supply chain as strategic pillars, not cost centres. Companies with diversified sourcing, strong supplier partnerships, and digital visibility will always recover faster from disruptions. In today’s volatile environment, resilience is the new efficiency. It reflects not only risk preparedness but also leadership foresight — the ability to make decisions that secure both profit and continuity.