Insights from supply chain leader Anirban Sanyal on agility, digital execution, and resilient operations.
How did you move into your current role? Give us a short overview of your background and career.
I moved into my current role almost by chance. My career began in law before I discovered a strong passion for supply chain and logistics. Over the last 30 years, I have worked across FMCG, FMCD, and modern retail, developing deep expertise in end-to-end supply chain strategy, operations, customer service, and planning. My experience spans both domestic and international markets, leading diverse teams and transforming supply chain performance under high-growth and high-pressure environments.
This cross-functional and cross-cultural exposure has shaped my leadership style and strengthened my ability to build resilient, customer-centric, and future-ready supply chain ecosystems.
What is your current role and your main responsibilities?
I lead the national supply chain, covering inventory and production planning, warehousing, and end-to-end transportation. My responsibilities include managing the full supply chain cost structure while driving efficiency, agility, and cost leadership across the network.
I oversee S&OP to align demand, supply, and optimal plant allocation. I also lead major process improvement initiatives, including a large-scale BCG engagement for Transport Management System automation. As part of our digital transformation roadmap, I have implemented DDMRP, predictive forecasting, and transport management systems for both primary and secondary logistics.
What does a typical workday look like for you? Any morning routine you follow?
I start early with a review of key dashboards covering forecast accuracy, inventory health, service levels, and logistics performance. My morning routine includes exercise and quiet thinking time, which helps set priorities for the day.
Most of my day is spent aligning cross-functional teams, reviewing S&OP outcomes, solving operational challenges, and driving improvement projects. I also engage with vendors, logistics partners, and internal stakeholders to ensure execution discipline and progress on digital initiatives.
What lessons did you take from the pandemic? What positive changes came out of it?
The pandemic reinforced three major lessons: resilience, speed, and empathy. It showed that supply chains must be agile, data-driven, and capable of responding to sudden disruptions.
The crisis brought positive changes too. It accelerated digital transformation, strengthened cross-functional collaboration, and pushed organizations toward stronger risk planning. Most importantly, it reminded us that supply chains function through people, and people need clarity, communication, and support during uncertain times.
What are the biggest challenges in your current role? How do you address them?
Balancing cost, service levels, and inventory health is a constant challenge in today’s volatile market. I address this through strong S&OP discipline, continuous forecasting improvement, and consistent data-driven decision-making.
Managing a large, complex transportation network is another major challenge. Digital tools, real-time visibility systems, and process automation help build speed and reliability. Equally important is people capability and change management, which I support through capability building, cross-functional alignment, and clear communication.
Which tools or technologies are you most excited about right now? Any that you are implementing?
I’m most excited about technologies that improve visibility, intelligence, and speed. We are implementing an advanced TMS to improve route optimization, cost control, and real-time tracking. We are also redesigning our distribution network to build a more responsive and efficient logistics model.
Lean inventory management supported by analytics and demand-driven planning tools is another area generating strong results, helping reduce working capital while improving service delivery.
How do you integrate sustainability or ethical practices into your operations?
Sustainability is embedded in our supply chain strategy. We reduce carbon emissions through route optimization and lower lead distances, and we’re scaling EV adoption for last-mile delivery. Solar installations across key warehouses help reduce energy dependency.
We are also moving toward greener transport options, including rail and coastal shipping for long-haul movement. These initiatives help us balance cost, service, and environmental responsibility.
How do you stay informed about new trends and technologies in supply chain?
I stay updated through active engagement in supply chain forums, seminars, and industry events. I participate in fireside chats, technology showcases, and SCM communities such as CII. Benchmarking studies, research papers, and ongoing discussions with peers and solution providers offer valuable insights on emerging technologies and new ways of working.
Which skills matter most for supply chain leaders today? How do you develop them?
Leaders today need a combination of analytical capability, scenario planning expertise, and strong understanding of S&OP. Digital fluency is essential, especially with AI, automation, and predictive planning tools reshaping the profession.
Soft skills like communication, influence, and collaboration matter as much as technical ability. I encourage continuous learning through hands-on project exposure, mentorship, certifications, and active participation in industry platforms.
Which trends will shape the profession in the coming years?
AI and predictive analytics will become core to decision-making. Automation and robotics will redefine warehousing and logistics. Sustainability and circular supply chain models will grow from optional to mandatory.
Other key shifts include nearshoring, network redesign, and multi-channel fulfillment models. Future leaders will need to be digitally fluent, agile, and capable of navigating complexity and uncertainty.
What advice would you share with someone starting a career in supply chain?
Build a strong foundation in planning, logistics, procurement, forecasting, and inventory management. Stay curious and gain cross-functional experience early. Develop digital literacy in tools like analytics, AI, and automation.
Soft skills matter. Communication, problem-solving, and resilience will help navigate the dynamic and sometimes unpredictable nature of the field. Stay connected with industry forums, find mentors, and adopt a mindset of continuous learning. The field is evolving fast, and those who grow with it will lead it.
About the Interviewee
Anirban Sanyal
Senior General Manager – Supply Chain and National Logistics
LinkedIn: https://www.linkedin.com/in/anirban-sanyal-0b324515/
Chain.NET: https://www.chain.net/u/635f0142
Join the GSCC Community
Anirban Sanyal is one of many supply chain leaders who actively participate in the events, roundtables, and discussions organized by the Global Supply Chain Council (GSCC). You can explore upcoming sessions at: www.chain.net/c/events
Join our global community on Chain.NET and become a GSCC member to access expert-led events, reports, replays, and professional groups. www.chain.net
