CARGOCONNECT-APRIL2026 - Flipbook - Page 72
CHEMCONNECT 2026
“In the current operating environment, both material development and
vendor development have become
essential priorities. These e昀昀orts are
typically carried out through close
collaboration between research and
development teams and supply chain
functions, supported by continuous
technical evaluation, risk assessment
and cross-functional engagement.
Strategic partnerships supported by
long-term contracts and higher business volumes help organisations stabilise
pricing, improve supply reliability and strengthen operational alignment.
These arrangements are usually supported by advanced planning processes
carried out jointly with sales and marketing teams to ensure demand visibility
and procurement readiness. Alongside cost considerations, quality remains
an equally important priority. Maintaining consistent quality standards
requires strong vendor alignment as well as continuous support from
research and development teams in identifying quali昀椀ed alternatives where
necessary. Most supply chain activities therefore remain closely linked to
speci昀椀cation compliance, ensuring that materials meet de昀椀ned standards
without requiring reactive interventions.”
HEPHZIBAH JEMIMA CHRISTOPHER, Head– Planning and
Procurement, Peter-Lacke India
“When discussing automation in the
supply chain, the primary objective
is to reduce lag time and improve
decision-making through better integration of technology and operational
ecosystems. Automation enables
organisations to build structured,
responsive systems that enhance
planning e昀케ciency and ultimately
improve customer satisfaction. One
of the most signi昀椀cant advantages of
automation is real-time visibility across the supply chain. For manufacturers,
this visibility is critical, as it provides insights into raw material availability,
supplier ecosystems, pricing trends and evolving geopolitical developments
that may a昀昀ect sourcing and operations. In an environment characterised
by uncertainty, automation strengthens forecasting capabilities. Automated
systems incorporate multiple dynamic inputs, including global market
developments, customer behaviour patterns, seasonal demand variations and
product performance indicators to generate more accurate and responsive
forecasts, improving both production planning and inventory management.
Another important capability enabled by automation is scenario planning,
which allow organisations to simulate potential disruptions.”
SWAPNA NAIDU, Head– Procurement, The Anthea Group
72 | CARGOCONNECT APRIL 2026
“Modern B2B customers expect
levels of responsiveness and
customisation similar to those
traditionally associated with B2C
markets. Many B2B customers are
no longer willing to hold signi昀椀cant
inventory and instead expect suppliers to deliver materials directly
into their downstream supply
chains within very short timelines.
This shift requires suppliers to
support a much higher degree of product and service customisation, including alignment with customer-speci昀椀c branding, packaging requirements
and downstream distribution expectations. To support this transition,
organisations must strengthen their digital integration capabilities and
adopt platform-based visibility tools that capture real-time demand
signals beyond the immediate customer interface. For example, when a
downstream retailer scans and opens a shipment unit, that transaction
data can be captured on digital platforms and integrated into enterprise
systems such as SAP through API-based connectivity. This enables
suppliers to track product movement across the extended value chain and
adjust procurement, production planning and manufacturing strategies
accordingly.”
SEBI FRANCIS, Head of India Operations, Albaugh, LLC
“Supply chain management is not
simply about making trade-o昀昀s;
it is about mastering the balance
between competing priorities.
Organisations must continuously
manage the relationship between
cost and service levels, quantity
and quality, and efficiency and
responsiveness. Similarly, decisions
regarding transportation, including
the choice between single-mode and
multimodal approaches should not be based on selecting one option over
another, but rather on identifying the right 昀椀t for speci昀椀c business requirements. An e昀昀ective supply chain strategy therefore relies on segmentation
rather than uniform treatment across all products and customers. For
example, high-volume and stable-demand products are typically better
suited to a make-to-stock model that prioritises e昀케ciency, whereas volatile
or highly customised products are more appropriately managed through
a make-to-order approach that emphasises responsiveness and 昀氀exibility.
In the same way, service levels cannot be standardised uniformly across
all customers. Instead, they must be aligned with customer value, order
volume, strategic importance and overall business pro昀椀tability.”
DEVIDAS GANAGE, Head– Logistics, Brilliant Polymers
