CARGOCONNECT-APRIL2026 - Flipbook - Page 65
CHEMCONNECT 2026
“In chemical manufacturing,
production planning is often
designed around large-scale
volumes. For example, when
an organisation moves nearly a
million tonnes of material each
month, the production and supply
chain design is typically optimised
for lower costs and higher plant
e昀케ciency. Interestingly, today,
many chemical companies have
moved toward a hybrid operating model. In this approach, bulk production
continues to take place at a centralised location, while value addition and
downstream processes are decentralised across multiple locations. This allows
companies to retain cost e昀케ciencies at the production stage while improving
supply chain 昀氀exibility closer to the market. A practical example can be seen in
products such as Tata Salt, where base production occurs at a central facility,
but value addition and distribution activities are spread across numerous
locations. In some cases, this involves a network of around 80 locations across
India, including warehouses and smaller processing units spread over nearly
200,000 sq ft of infrastructure. Such a distributed network allows inventory to
be positioned closer to demand centres and ensures continuity of supply even
when disruptions occur in a region.”
THIAGARAJAN SUBBIAH, Head– Commercial Excellence, Tata Chemicals
“Resilience is not simply about reacting to
disruptions; it is about
the speed at which an
organisation can respond
and restore normal
operations. Achieving
that requires empowered
teams and organisational
structures designed to
support quick decisionmaking. Resilience, therefore, cannot be viewed only from a 昀椀nancial
or operational supply chain perspective. Technology is another critical
element. Digital tools that provide visibility and transparency across the
supply chain are essential for responding e昀昀ectively to disruptions. While
organisations may not always prepare for the most extreme disruption
scenarios, digital platforms provide the visibility needed to identify
where attention is required. With end-to-end transparency—from raw
material sourcing to 昀椀nal delivery—organisations can quickly identify
pain points and take corrective action. In short, apart from 昀椀nancial
preparedness, the three elements: a robust supply chain, organisational
alignment, and digital enablement shape a resilient organisation.”
SACHIN BARAHATE, Head– Supply Chain (Planning & Logistics),
Indo昀椀l Industries
KEYNOTE PRESENTATION 1
KEYNOTE PRESENTATION 2
Anand Sheth, COO, ARCON
Venkatraman V, Head– Business
Development, Horizon Industrial Parks
CARGOCONNECT APRIL 2026 | 65
