CARGOCONNECT-APRIL2025 - Flipbook - Page 73
CHEMCONNECT 2025
“When it comes to managing supplier
relationships, particularly in sectors
like healthcare or chemicals, the foundation of these relationships is built
on two key factors: transparency and
objectivity. To illustrate, consider a
supplier from South Africa producing
goods under our brand. Thanks to
digitisation, we can track the quality
of the products in real time. If any
issues arise, we can address them
together, ensuring better collaboration. Con昀椀dentiality is another aspect
where digitisation has helped. In the chemical supply chain, for instance,
sensitive information is now protected through controlled access, reducing
the risk of leaks and ensuring compliance with regulatory standards. In
a nutshell, for digitisation to truly work, both parties need to view the
exchange of information as a partnership rather than a transaction. If a
supplier feels that sharing data is just a “bonus” or an imposition, it will
create roadblocks. Either way, if both the buyer and supplier approach
the exchange with a common goal in mind, they can solve problems
together. A win-win situation can be created, where everyone bene昀椀ts.”
PURUSHOTTAM TATKAR, Head of 3rd Party Manufacturing –
IMEA, Henkel
“Looking back 20 years, if a supplier
faced a shortage of raw materials,
the time taken to resolve the issue,
re-plan, or mitigate the disruption
was far longer than what is acceptable
today. In today’s fast-paced world,
businesses no longer have the luxury
of time, which is why digitalisation
is so vital. One of the most critical
tools in this regard is a supply chain
control tower. This control tower
o昀昀ers real-time visibility into inventories, asset utilisation, shipments, and
disruptions that can arise not only due to economic factors but also from
geopolitical issues like tari昀昀s, anti-dumping duties, and compliance with
non-tari昀昀 barriers such as UCO and BIS regulations. Internally, having this
level of visibility is equally important because it directly a昀昀ects 昀椀nancial
management, particularly working capital. CFOs are under increasing
pressure to optimise inventories and improve working capital e昀케ciency.
As global sourcing becomes more complex, digitalisation has enabled
organisations to explore and engage suppliers from across the world, often
in real-time. This process goes beyond Procure-to-Pay (P2P) activities.”
GIRISH MANIYAR, VP– Procurement (Raw Material and
Subsidiaries), Pidilite Industries
“There is significant potential for
digital platforms in the chemical
industry. The role of data analytics,
sourcing platforms, vendor management systems, and digital payment
cycles has expanded in recent years.
These tools are transforming how
industries manage operations, and
they play a critical role in procurement and cost optimisation. Digital
platforms, like SAP and Ariba, allow
procurement teams to engage in online auctions, send quotes digitally,
and optimise the entire sourcing process. Reverse auctions, in particular,
o昀昀er a unique opportunity for cost reduction, as suppliers can compete
to offer the best prices in real-time. This provides businesses with
more leverage and greater ability to optimise costs, resources, and
overall procurement efficiency. These platforms also support better
decision-making by o昀昀ering advanced data analytics tools, enabling
businesses to forecast demand, track market trends, and assess global
pricing 昀氀uctuations. Digitisation has also simpli昀椀ed processes such as
Bill of Entry 昀椀ling, which are processed digitally, reviewed, and checked
digitally, improving freight e昀케ciency.”
SUNIL MARHATTA, Head– Pharma Procurement, Hikal
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