CARGOCONNECT-APRIL2026 - Flipbook - Page 71
Panel 6
Connected Supply Chains – Integrating Production,
Procurement & Distribution
“In many industries today, product differentiation alone is no longer su昀케cient
to drive competitive advantage. As
competing organisations o昀昀er similar
products and services, the e昀昀ectiveness,
reach and responsiveness of the supply
chain are becoming key drivers of
business growth. Strong supply chain
capability is therefore emerging as
a critical di昀昀erentiator that directly
in昀氀uences market competitiveness and
long-term organisational performance. The challenges that arise between
procurement and supply chain functions are very real and continue to be
observed in day-to-day operations. Collaboration with logistics partners,
in particular, is becoming increasingly complex as supply chain networks
expand and expectations around responsiveness and reliability continue
to grow. Addressing these challenges requires stronger integration across
supply chain, production and procurement functions, supported by structured
collaboration frameworks and digital enablement. This integration can be
achieved through digitalisation and other operational alignment mechanisms
that improve real-time visibility into demand and material availability.”
“Risk mitigation and supply assurance are
now equally critical priorities. A practical
example of this transition can be seen in
biomass-based supply chain development
initiatives undertaken by Reliance. In
biomass sourcing operations, particularly
for agricultural residue such as crop stubble
(parali), the procurement environment has
evolved signi昀椀cantly. Initially, farmers
were willing to provide residue at little
or no cost. However, as awareness of its
value increased, farmers began expecting compensation, requiring a more
structured and collaborative supply chain approach. To address this challenge,
new engagement models were introduced. Instead of relying on free sourcing,
the organisation supported farmers by providing logistics assistance such
as baling and collection infrastructure, including tractors and equipment,
without passing these costs on to them. In addition, farmers were o昀昀ered
access to fermented organic manure generated as a by-product of the biomass
processing cycle. These measures helped establish a mutually beneficial
supply ecosystem and ensured long-term sourcing stability. Such strategies
have supported the scaling of compressed bioenergy initiatives across India.”
“With the emergence of Industry 4.0
and Manufacturing 4.0, the speed
and quality of decision-making have
improved signi昀椀cantly. Today, many
operational questions that previously
required a full working day to resolve
can often be answered within seconds
through digitally enabled analytics
and intelligent data systems. One of
the most practical and accessible tools
supporting this transition is simulation. Simulation helps streamline supply chain operations by enabling
planners to visualise production schedules, dispatch plans and inventory
positions in advance. Even simple tools such as spreadsheets or shared
digital planning sheets can support daily tracking of production output,
dispatch quantities and closing stock levels. When simulations indicate
negative or risk-prone inventory positions, planners can proactively adjust
production or distribution plans before disruptions occur. At the same
time, more advanced planning platforms and decision-support systems
are becoming increasingly available. The growing maturity of AI–enabled
applications has further expanded these possibilities.”
“Since chemicals form the foundation
of many 昀椀nished products, even minor
deviations in raw material quality can
signi昀椀cantly a昀昀ect end-product performance. As a result, continuous innovation and the adoption of new operating
models are essential for cost optimisation
without impacting quality standards.
Here, long-term relationships with trusted
partners play a crucial role. When strong
partnerships exist, organisations can
collaboratively run pilots and test alternative solutions before scaling them.
However, such transitions require investment and trust from logistics partners,
which typically develop over time. Across the industry, organisations are
expanding their engagement with logistics partners beyond traditional service
relationships. Recognising the shared risks surrounding transit, companies
are now supporting training initiatives to help transport partners manage
vehicle handling more e昀昀ectively under varying road conditions. Another
emerging priority for manufacturing companies is reducing transit time
between upstream suppliers and production facilities. Packaging integration
is one such area where improvements are being implemented.”
AMBRISH PATWARDHAN, Group Head– Procurement,
Global Gases India
NAVEEN SARIGALA, Supply Chain Planning Manager,
Aarti Industries
MRITUNJAY MISHRA, AVP and Head– Logistics and FOM (Bioenergy
Div.), Reliance Industries
GAGANDEEP SINGH, Head– Construction Chemicals (Paints,
Waterproo昀椀ng & Drymix Products), JK Cement
CARGOCONNECT APRIL 2026 | 71
