Our Celerity Under-40 Supply Chain Super Achievers 2025 have proven their mettle in one of the most demanding and dynamic fields. With every achievement, they raise the bar higher, setting new benchmarks of performance and excellence. Here’s to the champions who are powering the future of supply chains! Here are the Under-40 Winners with a synopsis of their winning case study.
Alipt Saxena, Factory Supply Chain Head, Nestle
As Factory Supply Chain head of most complex factory delivering maximum SKUs in Nestle, the biggest challenge was improving on Customer order wherein multiple SKUs are produced and delivered Pan India to 29 DC. Since both NPD and Exports are made on same production line – scheduling to ensure Zero Export market sailing miss while producing domestic SKUs on same line in such a way that it connects to DC at right time to avoid order loss is of critical complex importance.
Basis intense white board session with team on Value chain, following innovative approach started wherein instead of looking at month completion of production plan received from Head Office – we started taking full ownership and started seeking consolidated report on DC-SKU – stock which was directly incorporated in planning scheduling basis pro-active assessment on possible stockout at DC. Accordingly, RM/PM scheduling was aligned. This yielded 2% improvement in service levels despite multiple changeovers and short runs being taken in factory to deliver in market.
Ashish Patil, Associate Director, Bristol Myers Squibb
In the Cell Therapy organization, there was no strategic Supply and Demand Planning process in place. The team relied on manual, high-level planning with tactical teams only managing the next 3 weeks of resource allocation. This approach resulted in operational inefficiencies and created stress due to its limited scope and lack of data-driven insights.
To address this, I spearheaded the design of a demand planning system aimed at aligning treatment availability with patient demand while optimizing resource capacity. We integrated real-time data analytics and forecasting tools into a cohesive system that enabled proactive resource adjustments, helping us address bottlenecks and improve throughput. Collaborating closely with external tech developers, we created a scalable, seamless platform that allowed for accurate demand tracking and resource forecasting, with flexibility to adapt to the fast-evolving healthcare landscape.
Throughout the project, I made sure site operations teams had direct access to actionable insights, empowering them to allocate resources efficiently during peak demand periods. We also partnered with data scientists to refine forecasting models, improving the accuracy of patient flow predictions and appointment scheduling.
As a result, the organization saw significant improvements in patient appointment availability and an increase in operational capacity. This innovation not only led to a $5MM revenue boost but also positioned the organization to better serve the growing needs of cancer patients, enhancing both operational performance and patient care.
Ayush Agarwal, DGM – Procurement, Category Head: Non-Perishables, Compass Group India
Honoured to receive the Supply Chain Under 40 Award, this recognition reflects the collective efforts at Compass India in building resilient, data-led, and innovation-first procurement systems. As Category Head, I have contributed to exceeding P&L margin targets by over 150% for three consecutive years through strategic supplier partnerships, rigorous standardization, and data-driven spend optimization.
The focus has consistently gone beyond cost efficiency, embedding ESG principles into the core of the supply chain strategy. One initiative I am proud to have led is the standardization of used cooking oil repurposing, preventing over 1,00,000 kg of CO? emissions annually.
Technology-led transformation has also been a priority, including spearheading the creation of Compass Eye—an AI-powered smart sorting solution that removes foreign objects from dry goods. This innovation enhances food safety, reduces manual-intensive processes, and sets new automation benchmarks for the food service supply chain industry.
With a blend of commercial acumen, sustainability advocacy, and commitment to continuous innovation, I aim to help redefine the future of procurement and supply chain leadership in India.
Ayush Saxena, Head – Planning and Regional Logistics, Voltbek Home Appliances
Faced with high logistics costs and demand fulfillment challenges, we identified a key issue: delays in billing caused by the long distances between production facilities and sales points. These delays were directly impacting our service levels and customer satisfaction. To address this, we implemented direct billing from production sources for distribution-driven customers through full-truck direct dispatch, completely bypassing the regional warehouse step.
This strategic change delivered measurable results—shorter lead times, improved customer satisfaction, nearly 40% reduction in logistics costs by eliminating one leg of primary movement, and reduced product handling, which not only lowered damages but also cut warehousing costs. By streamlining our operations in this way, we have significantly enhanced service delivery and strengthened our overall supply chain performance.
Devayani Borse, Program Manager, Google Inc.
My expertise spans global manufacturing operations, supply chain transformation and demand-supply planning. At Veev, a fast-scaling prefab modular construction startup, I spearheaded the implementation of a cloud-based ERP platform to resolve chronic supply chain inefficiencies caused by reliance on spreadsheets and disconnected tools. As the company accelerated the launch of new home systems, it faced stockouts of critical components, procurement delays, and poor inventory visibility, issues that directly threatened build velocity, cost control, and customer delivery commitments.
Operating in a high-growth, resource-constrained environment with 300+ SKUs and complex product configurations, I led a bottom-up transformation that included:
- Conducting needs assessments across planning, procurement, and operations
- Designing end-to-end workflows for material requests, PO approvals, BOM integration, and inventory reconciliation
- Partnering with developers to customize ERP modules for Veev’s unique manufacturing model
- Driving change management and user training to ensure adoption across all functional teams
The implementation delivered a 35% improvement in inventory accuracy, virtually eliminating stockouts for critical components, and a 25% reduction in procurement cycle time, significantly improving schedule adherence. These gains supported the on-time launch of five new product systems, each with full material readiness, while enabling faster, data-driven decisions across the organization.
Beyond immediate operational benefits, this project established a scalable digital backbone for supply chain and production operations, one that could adapt to future demand surges, integrate with advanced planning tools, and serve as a model for other manufacturing companies pursuing Industry 4.0 transformations.
Hareesh Viswanathan, Principal Sourcing Category Manager – Nuclear Materials & Services, Boston Scientific
In 2024, I led a high-stakes sourcing transformation to secure long-term access to critical medical isotopes used in liver cancer treatment. With two major nuclear reactor contracts up for renewal—one charging over three times the industry average and the other affordable but short-term—I faced the dual challenge of escalating costs and constrained capacity in a globally competitive market.
Recognizing the strategic risk to supply continuity and patient outcomes, I developed and executed a commercially innovative sourcing strategy focused on rebalancing volume, locking in affordable capacity, and mitigating long-term exposure. I collaborated cross-functionally with supply planning, engineering, and quality teams, and personally led all negotiations over a three-month period.
With the higher-cost supplier, I negotiated a shift from a five-year fixed commitment to a one-year, flexible model with a 70% reduction in volume. At the same time, I secured a five-year capacity-committed agreement with the lower-cost supplier, successfully avoiding a proposed 50% price hike by introducing a phased pricing model capped by CPI. This strategy generated $25 million in projected cost savings over the contract term, without compromising quality or regulatory standards.
This initiative not only ensured uninterrupted access to life-saving therapies but also strengthened supplier relationships, improved cost resilience, and established a repeatable framework for sourcing in capacity-constrained, high-cost categories. My work was recognized internally for bold negotiation tactics, cross-functional leadership, and measurable business impact—demonstrating how thoughtful supply chain innovation can directly support patient outcomes.
Ishant Agarwal, President, CJ Darcl Logistics Ltd.
We set out to solve the inherent fragility of solar panels, which made them highly susceptible to damage during transportation—a risk that also threatened efficient project timelines for our clients. The main challenge lay in consistently ensuring the safe and timely delivery of these sensitive goods across India’s varied geographical conditions. Standard industry packaging methods weren’t robust enough to reliably protect the panels from collision or vibration-induced damage during transit.
To address this, my team and I developed and implemented an innovative solution: integrating custom-fitted airbags within trucks specifically used for solar panel transport—a concept not previously practiced in the industry. These airbags were carefully positioned and strategically inflated to create a cushioned, secure environment that minimized movement and impact throughout the journey. Implementing this solution required detailed planning, truck modifications, and rigorous testing to achieve the optimal airbag placement and pressure for different panel configurations.
As a result, this innovation transformed our operations, enabling us to confidently serve numerous local manufacturers across India and ensuring their solar panels are transported damage-free from any origin to any destination nationwide. Beyond operational impact, it significantly strengthened our reputation as a trusted leader in specialized, high-value cargo logistics, setting a new benchmark for safety and reliability in the sector.
Karthik Raj Kumar Yesodha, Supplier Engineering Project Manager, Caterpillar
Facing significant unplanned downtime across six key bottling plants for a globally renowned Fortune 50 conglomerate known for its iconic beverage and food brands with over $90 billion USD in annual revenue in the US market – a situation that disrupted production and escalated maintenance expenses - I spearheaded the innovative deployment and integration of IoT sensors, directly driving our Industry 4.0 transformation. This required building a resilient data transmission backbone and pioneering development of a digital twin for predictive maintenance of equipment and industrial machinery. I expertly guided the implementation of a comprehensive IoT solution, integrating digital twins and predictive maintenance as a critical component of this global leader’s digital value chain strategy.
This intricate project, which I led, included sensor deployment, advanced data platform configuration, and meticulous development of predictive algorithms, alongside deep engagement with operational teams. The scope further involved AR-assisted pick and place processes in modernized storage warehouses. Following rigorous pilot validation at two pivotal Southwestern and Eastern regional sites in the US, the solution rapidly expanded across six high-capacity operations nationwide. This pioneering initiative didn’t just reduce; it revolutionized operations and advanced predictive maintenance, slashing unplanned downtime by a remarkable 70–80% and profoundly elevating both operational efficiency and supply chain resilience for a major industry player.
Madonna William, Procurement Head, Bank of Baroda
The decentralized procurement model for branch expansion and renovation projects across the Kerala Zone had resulted in inconsistent vendor performance and quality issues stemming from a lack of standardization and uniformity. To address these challenges, we conceptualized and implemented a Centralized Procurement Framework covering all infrastructure-related requirements across the zone. We also deployed a zonal procurement tracker and dashboard that provided real-time updates on project status, approvals, and vendor performance monitoring. In addition, we implemented the parallel execution of multiple activities to compress timelines and eliminate bottlenecks. This transformation enabled the opening of 24 new Bank of Baroda branches in Kerala within four months from the date of approvals.
Megha Adlakha, Order to Cash Customer Service Lead, Mondelez International
With over a decade in supply chain, I’ve learned that real impact comes from marrying strategy with flawless execution. I thrive on finding smarter, faster, more customer-focused ways to move goods, solve problems, and unlock growth. Right now, I lead Order to Cash Customer Service, where I’m driving Project 95—a bold push to deliver best-in-class service through autonomous order processing, CPFR, VMI optimization, and operational excellence. It’s about reimagining processes so they’re not just efficient, but also future-ready.
At HUL, I championed the Supply Chain for Smalls agenda, setting up Beauty-Fit-SC and crafting agile strategies for new-age channels—think small-scale manufacturing, low-MoQ solutions, and fresh planning and deployment practices that broke the mould. I also led an S&OP transformation, bringing in AI-driven demand forecasting to cut volatility and turn data into sharper, faster decisions.
For me, supply chain isn’t just about moving products—it’s about moving possibilities. I’m passionate about setting new benchmarks, challenging “the way it’s always been done,” and inspiring teams to aim for innovation and excellence every single day.
Naveen Chandra Kukkala, Director – Distribution, Essilor Luxottica
At the Atlanta campus, the traditional slotting process relied heavily on manual analysis and historical volume data, failing to capture picker behavior and operational complexity across multichannel fulfillment. This resulted in increased travel time and labor inefficiencies. To address these challenges, I spearheaded two key innovations. First, we developed a dynamic slotting engine that integrated siloed data from the WMS, historical order profiles, and pick rates. Leveraging machine learning, the system dynamically optimized product locations based on velocity, SKU affinity, and fulfillment constraints. After validating the model through simulations and a phased rollout with KPI tracking, we achieved a 3% gain in slotting efficiency, alongside improved labor planning and SLA compliance.
This initiative established a scalable, intelligent slotting framework for the wider network. The second innovation introduced a frequency-based slotting model to overcome the limitations of traditional volume-based slotting, which overlooked the actual picker effort. By analyzing pick logs, we identified high-traffic zones and prioritized frequently accessed SKUs closer to pack-out areas—shifting focus from total units moved to the number of picker touches incurred. This strategy reduced average pick path lengths and picker travel time by up to 12%, enhanced ergonomic efficiency, and created a more responsive and adaptive location planning approach for high-touch SKUs, ultimately driving measurable operational improvements. I am also using my ARIF(Automation Readiness Integration Framework) research for our Automation upgrade/Transformer project in Atlanta campus.
Naveen Tiwari, Associate Director, PepsiCo
I spearheaded the end-to-end deployment of Blue Yonder’s advanced supply chain planning solution at PepsiCo, leading a high-impact, double-digit million-dollar project that transformed our supply chain capabilities. This initiative focused on enhancing demand forecasting, supply planning, and inventory optimization across multiple business units and geographies.
I worked closely with cross-functional teams including IT, operations, and commercial departments to translate complex business requirements into effective system designs, ensuring seamless integration with existing processes and technologies. A critical part of the project was maintaining data integrity to enable accurate and reliable planning outputs. I also led change management efforts to drive user adoption, conducting training sessions and creating support materials to empower stakeholders.
The implementation resulted in significant improvements in forecast accuracy, inventory levels, and fill rates. By streamlining decision-making and increasing supply chain agility, the project enhanced our ability to respond rapidly to market changes, reduce costs, and improve customer satisfaction, establishing a scalable foundation for future supply chain innovations at PepsiCo. Thus, resulting in 12% Forecast accuracy & 10% Fill rate improvements. This helped me grow by honing my ability to drive complex, high-impact digital transformations and align diverse stakeholders toward a common goal.
Nikul kumar Dholu, Deputy General Manager, Godrej Agrovet Ltd.
Godrej Agrovet Limited (GAVL), a leading agribusiness operating over 60 facilities across India, faced significant inefficiencies and high costs due to fragmented logistics across its five verticals—each running separate transporter setups, payment cycles, and with limited process visibility. The challenge was heightened by highly diverse logistics requirements: over 300 trucks daily for animal feed, temperature-controlled vehicles ranging from -18°C to 4°C for food and dairy, and cage-equipped vehicles for palm oil. To unify these operations into a seamless, digitized procure-to-pay system—without disrupting daily operations—GAVL implemented a three-pronged strategy.
First, it onboarded a digital partner to develop a Transport Management System (TMS) tailored to the unique needs of each business unit rather than adopting generic IT products. Second, it standardized processes by creating a centralized transporter pool and harmonizing procurement across units, establishing BU-agnostic flows. Finally, GAVL invested in capability building by training internal teams and vendors on new digital workflows.
The outcome was transformative: the centralized TMS enabled ERP-integrated indenting, digital contracting, and reverse e-auctions; cost efficiencies of 5–8% in annual contracts and 0.5–2% in spot procurement; and faster turnarounds—including a 50% reduction in vehicle turnaround time for the animal feed unit and over two hours saved per trip in the food business. Enhanced visibility through real-time SIM/GPS/temperature tracking and automated e-documents boosted transparency, while e-POD-based payments accelerated vendor cycles and improved retention. As a result, GAVL now operates a streamlined, digitized logistics platform that delivers consistent performance, lower costs, and over 93% OTIF, supporting a scalable and future-ready supply chain.
Nishant Agarwal, Director – Purchase and Planning, Tata1MG
At Tata 1MG, I led a transformative SCM innovation focused on optimizing cold chain logistics for specialty medicines such as biologics, insulin, and vaccines that require strict temperature control between 2–8°C. Previously, delays and temperature deviations often resulted in wastage, compliance risks, and customer dissatisfaction. The key challenges included a limited cold chain network where not all CFA and last-mile partners had validated cold storage; high costs and inefficiencies from relying on passive cooling methods like gel packs; and poor visibility that led to temperature excursions and product rejections due to the lack of real-time monitoring.
To address these, we adopted a comprehensive approach: onboarding and optimizing CFA partners with advanced refrigeration capabilities; integrating IoT-enabled smart temperature loggers for real-time shipment monitoring; partnering with cold chain 3PL providers to implement dynamic route planning for dedicated temperature-controlled last-mile deliveries; and standardizing SOPs with pre-cooling protocols, insulated packaging, and focused team training. As a result, we achieved over 97% OTIF (On Time, In Full) delivery performance for specialty medicines (up from ~80%), reduced temperature excursions by 80%, and realized 15% cost savings by transitioning from passive to active cooling solutions.
Beyond the operational gains, this initiative enhanced patient trust and boosted Net Promoter Scores by significantly improving fulfillment reliability—positioning Tata 1mg as a leader in specialty medicine logistics with a scalable, compliant cold chain network.
Nitin Dangri, Deputy General Manager, Imperial Auto Industries
During the second wave of COVID-19, a nationwide ban on industrial oxygen to prioritize medical needs threatened to bring Maruti Suzuki’s production to a standstill, as flame brazing, which has been critical in every vehicle—relied entirely on oxygen. Faced with no existing substitute technology for large-scale flame generation without oxygen, no prior contingency plans, and significant operational pressure from thousands of delayed vehicles, I was the lead member of a cross-functional team (CFT) spanning SCM, Production, R&D, Quality, Suzuki Japan, and key suppliers. We identified and repurposed oxy-hydro flame systems, typically used in low-pressure applications like jewellery, and engineered machine redesigns to generate sufficient flame intensity by electrolyzing water into oxygen and hydrogen. Rigorous testing and validation ensured adherence to strict quality standards.
Managing project timelines, internal alignment, vendor coordination, and knowledge transfer, we successfully restarted flame-based production within 45 days of the ban—initially at 25% capacity utilization and scaling to 100% within two months. Maruti Suzuki, being an industry leader, shared the know-how with the industry peers and other business partners as the solution supported broader industry stability. The innovation was recognized by management for enabling industrial continuity, and it personally strengthened my expertise in leading high-stakes innovation, emergency planning, and industry-wide collaboration.
Prabhakaran Rajendran, Senior Director – Delivery, Zensar Technologies
As Senior Director of Delivery at Zensar, I led the development of an AI-powered Control Tower solution designed to address fragmented visibility challenges across a Fortune 500 client’s multi-site distribution network. The client was struggling with frequent SLA breaches, high dwell times, stockouts, and limited real-time decision-making due to disconnected WMS, TMS, and OMS systems, compounded by legacy data silos and a lack of predictive insights into order delays and inventory shortages. Coordinating operations across warehouse, transportation, and customer service globally added further complexity.
To tackle these issues, we integrated data streams from WMS, TMS, ERP, and IoT sensors into a unified platform, architecting a scalable data lake and real-time processing pipelines. We deployed machine learning models to forecast SLA breaches, optimize labor allocation, and enable dynamic dock scheduling, while interactive dashboards empowered planners, operators, and executives with actionable insights. Ensuring data security and FSMA compliance for healthcare logistics clients was also a key priority.
The solution delivered measurable results: real-time visibility across 30+ sites, a 35% reduction in SLA breaches, a 12% improvement in order fill rate, and an 18% decrease in unplanned labor costs. Enhanced proactive decision-making also led to a 28% boost in customer satisfaction. Recognized internally as a flagship digital transformation initiative, this project not only transformed client operations but also reinforced Zensar’s reputation as a strategic partner in AI-driven supply chain modernization.
Prashanth Cecil, General Manager, Amazon
While leading a fulfillment center at one of the largest retailers in the world, I identified critical challenges with real-time inventory tracking and asset management in our traditional non-robotic warehouse that were leading to inefficient outbound processes and safety concerns. The main challenges included limited visibility of inventory movement within our large-scale facility, manual tracking processes causing delays in outbound cycle times, safety risks due to lack of real-time asset tracking, and the need to improve inventory accuracy while maintaining operational efficiency.
I championed and implemented an innovative solution by leading the first-ever implementation of combined LiDAR and IoT systems on Powered Industrial Trucks for real-time asset tracking.
My approach involved developing integration protocols for the technology with existing warehouse management systems, creating new standard operating procedures, and training team members on the new technology while ensuring minimal disruption to ongoing operations.
The implementation delivered significant measurable results: a 12% reduction in outbound process cycle time, improvement in inventory accuracy from 97% to 99.9%, enhanced employee safety through better asset tracking, and substantial annual cost savings across the fulfillment network. This innovation was particularly significant as it demonstrated how traditional warehouses could be modernized with cutting-edge technology to achieve substantial improvements in efficiency, accuracy, and safety. The success of this implementation has influenced industry practices, setting new standards for warehouse inventory management.
Ramachandra Handaragal, Senior Manager, Peloton Consulting Group
A major manufacturing plant faced frequent failures of air conditioning compressors due to persistently high temperatures. These breakdowns impacted Asset productivity, and increased operational costs. The existing Oracle On-Premise application lacked the necessary features for automated temperature monitoring, work order creation, inventory replenishment, and resource allocation. The recurring compressor failures led to increased maintenance expenses and resource wastage. Delays in identifying and resolving compressor issues contributed to extended periods of downtime. The lack of proactive maintenance resulted in frequent failures, undermining asset reliability.
I designed and implemented an IoT-enabled preventive maintenance solution. By leveraging the Oracle Quality module, I integrated real-time temperature sensors to continuously monitor compressor entry and exit temperatures. I established temperature thresholds and developed an automated triggering mechanism that generated preventive maintenance work orders when abnormal readings were detected. This solution also automated inventory replenishment and resource allocation, ensuring timely interventions.
The innovative solution enabled automated, real-time monitoring and proactive maintenance, significantly reducing MTTR and operational costs while improving MTBF. Oracle recognized the value of this approach and incorporated it into their Oracle Cloud IoT application. The solution was successfully sold and implemented for clients in the Middle East and United States, delivering measurable improvements in asset reliability and plant efficiency. This initiative set a new benchmark for preventive maintenance in industrial settings and earned me several practice-level awards for innovation and impact.
Sarada P Dalai, Director, Ernst and Young LLP
Our Time & Motion study for a global Consumer Packaged Goods (CPG) leader uncovered a major inefficiency in material planning, with 70–80% of planners’ time consumed by manual tasks related to Purchase Requisition (PR) and Purchase Order (PO) management, contract handling, and negotiations—leading to delays, errors, and reduced productivity. The objective was to create a streamlined, one-stop solution for Material Planners to drive operational efficiency.
Key challenges included fragmented data across multiple sources, numerous manual touchpoints, limited real-time visibility, difficulty in ensuring contract compliance, and complexities arising from alternate Bills of Materials (BOM) and last-minute negotiations.
To address this, we implemented Aera’s Decision Intelligence platform, deploying a suite of decision agents including an orchestration agent, PO conversion and management agents, a network transitioning agent, a material risk agent, and an invoicing agent that automated four-way matching and resolved supplier invoice discrepancies.
A contract agent ensured alignment with contractual terms, while PO agents facilitated automated communication of changes in quantities and delivery dates. This comprehensive automation not only optimized procurement and improved contract management but also released over 10,000 hours in the first quarter post-implementation, resulting in enhanced productivity, better inventory and cash flow management, and more agile, data-driven decision-making.
Srikanth Sriramagiri, Senior Manager, Microsoft
During my tenure as Head of Supply Chain at Tata Advanced Systems Limited, I was tasked with navigating a critical challenge: a sharp and simultaneous increase in customer demand across multiple programs, coupled with limited internal capacity to respond effectively.
Rather than allowing this constraint to hinder our growth, I led the design and implementation of an innovative solution—the “Shop-in-Shop” model. This approach involved leasing space and machinery within our suppliers’ facilities and deploying our own trained personnel to operate them. These units, which we termed “Extended Workplaces,” enabled us to rapidly scale production while retaining full operational control and ensuring strict compliance with our SOPs and customer contractual obligations.
The journey wasn’t without challenges—securing quality approvals for off-site production, training supplier staff, and managing complex logistics. But through close collaboration with customers and internal stakeholders, we successfully implemented the model. The outcome: a significant increase in annual revenue, enhanced customer trust, and multiple new project wins.
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