Supply Chain Optimization and Operational Excellence

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 nearly 25 years in manufacturing, operations, and supply chain roles, with a particular focus on the electrical equipment and industrial products sectors. My experience includes leadership positions at Schneider Electric and Hitachi Energy, as well as earlier roles at Caterpillar, Nokia, Ingersoll Rand, Motherson, and Shriram Pistons. Throughout my career, I have driven manufacturing operations and supply chain transformation, product industrialization, project management, Lean and Six Sigma initiatives, and digital transformation. I have also led regionalization, supplier development, cost reduction, and operational improvement programs across multiple sites in India and international markets.

Q2. When sudden local-content mandates (like Make in India) disrupt sourcing, how can you build enough supply-network agility to pivot vendors within weeks and protect P&L?

The most important thing is not to see localization as just a one-off sourcing task. Build a pool of pre-qualified suppliers, set clear specifications for alternative sources, and regularly assess supplier capabilities. For critical components, I usually segment them by risk and make sure there’s always at least one technically qualified backup supplier for high-risk items.

When …