A conversation with Nanda Kishore on transformation, execution discipline, and learning through change
Nanda Kishore is a senior operations and supply chain leader with global experience across aerospace, marine, clean-tech, mining, and heavy industrial manufacturing. Having worked across Europe and Asia, he has led large-scale transformations spanning supplier development, manufacturing excellence, logistics, and customer delivery. Known for operating effectively in complex, high-pressure environments, Nanda focuses on building resilient operations, scalable supply chains, and leadership teams capable of delivering results through constant change.
How did you move into your current role? A short overview of your background and career.
I began my career in India within a Mitsubishi joint venture, where I built a strong foundation in manufacturing and operations. I then moved to Europe, working with an innovation-led technology group at TCS across the Nordics, leading large-scale transformation initiatives. That journey took me to Rolls-Royce Marine, where I built and led supplier quality and development, drove cost-excellence programs, and supported contract execution through to customer delivery. Most recently, I moved into marine electrification, helping to build sustainable supplier ecosystems and global logistics capabilities for emerging technologies.
What is your current role and your main responsibilities?
I currently work in a senior operations and supply chain leadership capacity, supporting complex industrial and technology-driven environments. My focus is on stabilizing delivery, developing resilient supplier ecosystems, strengthening execution across manufacturing and logistics, and supporting scale-up and transformation initiatives. A key part of my role is bridging strategy and execution, working closely with engineering, quality, and commercial teams to ensure decisions translate into real-world performance. I also spend significant time mentoring leaders and building capability so operational discipline keeps pace with innovation.
What does a typical workday look like for you? Any morning routine you follow?
I start most days with stretching and yoga to reset both physically and mentally. Beyond that, there is rarely a typical day. My work spans multiple time zones, so meetings can happen early in the morning or late in the evening. The focus shifts daily between problem-solving, decision-making, and aligning teams across functions. One constant is learning. I make time every day to read, reflect, and stay current on industry, technology, and leadership topics.
What lessons did you take from the pandemic? What positive changes came out of it?
The pandemic was one of the most demanding periods of my career. I was leading manufacturing programs at Rolls-Royce Bergen Engines while navigating shifting health regulations, uneven global impacts, and very different stakeholder expectations across regions. Decisions often had to be made with incomplete information. On a personal level, I also experienced loss, which brought perspective and humility. Professionally, the period accelerated digital adoption, remote collaboration, and outcome-focused leadership. It reinforced that trust, clarity, and adaptability matter far more than control.
What are the biggest challenges in your current role? How do you address them?
One of the biggest challenges is managing volatility between demand commitments and supply reality. Markets move fast, while forecasts rarely align with actual timing. My role is to balance demand, supply planning, and supplier economics so trust and pricing are preserved. Global logistics is another critical area. I addressed this by implementing multimodal logistics partners supported by live dashboards, enabling transparency and proactive communication. In parallel, I focus on tight cross-functional alignment, especially with engineering, so technology, operations, and supply decisions move together rather than in silos.
Which tools or technologies are you most excited about right now?
I am particularly excited about the rapid maturation of AI in operational and supply chain environments. I have tested AI for logistics optimization and am currently involved with a startup applying AI to day-to-day procurement execution, automating purchase-order follow-ups, prioritization, and exception handling. What is powerful is the ability to connect data across planning, sourcing, logistics, and operations in near real time. When technology improves speed, transparency, and decision quality, it fundamentally changes how teams operate and scale.
How do you integrate sustainability or ethical practices into your operations?
For me, ethics and sustainability are not separate checklists. They are embedded in how operations actually run, from supplier selection and onboarding to performance management and workplace design. Culture drives behavior across the value chain. Suppliers and partners tend to mirror the standards and pressure they experience from the organization. Transparency, fairness, and clarity under pressure matter. When internal teams and external partners are treated as true extensions of the business, resilience, trust, and long-term performance follow naturally.
How do you stay informed about new trends and technologies in supply chain?
I stay current through a mix of structured learning and real-world exposure. I read daily to track technology, supply chain, and geopolitical developments. I participate in webinars and expert discussions, not just to listen, but to challenge my own thinking. Beyond content, I value conversations with operators, founders, and peers. These discussions help distinguish what is truly changing from what is simply being talked about.
Which skills matter most for supply chain leaders today? How do you develop them?
The most critical skill is collaboration supported by clear, honest communication. In complex organizations, influence is built less through authority and more through alignment and trust. Effective collaboration requires meaningful delegation so teams feel ownership, not instruction. Empathy plays an important role here. When people feel heard and trusted, execution improves naturally.
Which trends will most impact the profession in the coming years?
The most important capability for professionals today is the ability to continuously learn and unlearn. Technology, operating models, and expectations are evolving faster each year. Approaches that worked well in the past can quickly become constraints. Adaptability is no longer optional, it is a leadership requirement.
What advice would you share with someone starting a career in supply chain?
Supply chain, and life, are rarely linear. There is no single formula for success. You have to find your own way through complexity, uncertainty, and pressure. There will be moments when decisions are questioned and outcomes are unclear. What matters is passion for the work, curiosity to keep learning, and perseverance to stay the course. Success is not about perfection. It is about resilience and commitment over time.
Nanda Kishore
Senior Operations & Supply Chain Leader
LinkedIn: https://www.linkedin.com/in/nandakishore5750/
Chain.NET profile: Nanda Kishore
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