In an era marked by rapid digital disruption, changing consumer expectations, and pressing sustainability imperatives, supply chains are being reimagined as powerful growth enablers rather than just operational cost centers. No longer limited to optimizing logistics and reducing expenses, modern supply chains are expected to deliver Agility, Resilience, and Real Customer Value. Sanjeev Suri, Senior Vice President - Global Omni Channel Logistics & CS, Amway India, stands at the forefront of this transformation. With a deep belief in data-driven decision-making, cross-functional collaboration, and people-first leadership, he leads the charge in reshaping supply chain strategy into a commercial growth driver. In this candid conversation, Sanjeev Suri shares his strategic playbook for building future-ready supply chains, blending digital fluency with human insight to drive meaningful, measurable impact in a fast-changing world.
Sanjeev Suri
What are the top priorities for supply chain leaders today in building agile, customer-focused, and tech-enabled ecosystems?
The supply chain is undergoing a significant transformation today. It is no longer about being efficient; it is much beyond. It is about being resilient, adaptable, and delivering real value to customers, driven by government policies, technological advancement and evolving customer expectations. To me, the top three priorities of a supply chain leader should be, first, to enhance end-to-end visibility for faster, data-driven decisions, responding to market shifts and managing risk before it escalates.
Second, to embrace customer-centric thinking at every stage of the value chain and third, to adopt scalable and flexible technologies to adapt to changing market requirements. At Amway India, we focus on using technology not just to optimise operations, but to enhance the overall customer experience. For us, a future-ready supply chain is intelligent, responsive, and built around the people it serves.
How can large consumer-facing organizations transform their supply chains from being cost centers to value creators?
In this evolving landscape, to reposition the supply chain into a value driver rather than just a cost center, the organization must shift focus from efficiency to enabling growth, enhancing customer experience, and supporting innovation. To truly create value, we need to view the supply chain as a commercial enabler. This means using advanced analytics to improve product availability, optimise service levels, and build demand-driven, responsive planning models. The goal is to innovate smartly, creating impact without unnecessary complexity or cost. At Amway, this value creation is driven by deeper collaboration across functions, i.e., marketing, sales, and product management, resulting in faster speed-to-market and delivering a more seamless end-customer experience.
How do you personally approach talent development in supply chain roles, especially with the rise of digital, data science, and automation?
I believe in fostering a culture of continuous learning, where supply chain professionals develop both their digital fluency and operational instincts. It is not enough to understand systems and tools; they also need to grasp how things operate in practice. That’s why I make sure my team gets their boot on the ground, spend time at warehouses, hubs, and with vendors. Real capability is built through hands-on problem-solving in the field and cannot be developed from behind a desk. Of course, technical skills are important. At Amway, we invest in upskilling in areas like data analytics, scenario modelling, and automation tools. We also focus on developing business acumen, cross-functional collaboration, and adaptability, enabling our teams to experiment, learn quickly, and lead change with confidence.
What are the key leadership behaviors required to foster crossfunctional collaboration between supply chain, commercial, and digital teams?
From my experience, I have learnt that the best cross-functional collaborations are built on transparency, shared goals, and a deep sense of collective ownership. It is not just about aligning processes— it’s about aligning people. As a leader, I prioritise open communication, empathy, and active listening—especially between supply chain, marketing, and sales teams.
These teams must talk, challenge, and support one another to drive meaningful outcomes. Collaboration doesn’t happen by chance—it’s a behaviour that must be encouraged and modelled. Trust grows when everyone is working toward the same KPIs and outcomes. It’s also important to stay curious, welcome diverse perspectives, and create space for honest dialogue. At Amway, we take this seriously. Across functions, we come together to solve challenges with one clear motto: One Team. One Goal!
What role do real-time visibility and predictive analytics play in building a resilient supply chain—and how can leaders drive adoption at scale?
Markets today move fast, and disruptions hit too hard; therefore, real-time visibility and predictive insights have become essential for building resilient, future ready supply chains. They empower teams to anticipate disruptions, manage risk proactively, and better align supply with ever-shifting demand. Here at Amway India, we understand that the value doesn’t lie in the data alone—it’s in how teams apply it. That’s why we are investing in intuitive tools, building cross-functional capabilities, and driving adoption through effective change management. As our teams are seeing how insights are having a business impact, data is becoming a true enabler of smarter, faster decision-making.
How do you inspire frontline and mid-level supply chain professionals to take ownership of innovation, customer satisfaction, and continuous improvement?
Empowerment is at the core of driving innovation and continuous improvement. I believe in helping teams see the bigger picture—how their everyday efforts impact customer experience, cost efficiency, and sustainability goals. When people understand the “why” behind their work, they take greater ownership. That’s why we actively recognize innovative thinking, encourage local improvements, and create platforms for ideas to emerge from the ground up. Real change doesn’t always start at the top; it often comes from those closest to the action. People are at the heart of everything we do at at Amway. Building the culture of trust, recognition, and shared purpose with continuous improvement becomes part of how we work—it’s not an initiative, but a mindset which is deeply rooted in our values and founder’s fundamentals, defining who we are and how we act.
Can you share a recent example where decisive leadership was required to manage a supply chain disruption or shift in consumer behavior?
While we have many examples given the changing market dynamics, the one that stands out and is more recent is during the COVID-19 recovery phase, when we witnessed a sudden and significant shift in consumer demand across key markets.
It called for bold, data-driven decisions made at speed—rerouting shipments, reprioritising SKUs, and working together with our last-mile delivery partners. What made the difference was our ability to act with clarity and confidence, while ensuring transparent and frequent communication across teams. These efforts helped us stabilise operations quickly and maintain customer trust during a critical time. At Amway India, this phase became a turning point. We improved delivery speeds significantly, with a strong focus on enabling next-day deliveries. Today, our pin code coverage exceeds 90% across India, making the ordering experience faster, smoother, and more accessible than ever before.
What are some effective ways to integrate ESG and sustainability goals into day-to-day supply chain decision-making?
Embedding ESG principles into supply chain decisions is no longer optional—it is essential. As one of the largest contributors to resource use and waste generation, the supply chain offers significant opportunities for impact if we lead with intent. At Amway India, we ensure that every decision we take aligns with basic compliance standards—but we do not stop there.
Sustainability is factored into how we source, move, and deliver, with a clear focus on reducing waste and improving efficiency across the value chain. This is exemplified by Amway’s LEED Gold certified Manufacturing Plant, where we integrate sustainability into every step of our supply chain through energy efficiency, renewable power, and responsible sourcing. Over 59% of energy comes from wind and solar, 95% of fuel from LPG, and water needs are met through 100% recycling and rainwater harvesting. Additionally, 50% of sourcing is done locally to cut transport emissions, and waste is managed through the 4R principles—Reduce, Reuse, Recycle, and Recover—to promote sustainable resource management. As leaders, it is our responsibility to ensure that business goals and environmental priorities go together. When ESG becomes part of the decision-making DNA, meaningful and measurable change follows.
How do you see leadership evolving in supply chain functions as we move toward an era of AI-driven, intelligent operations?
AI is rapidly reshaping the way supply chains operate—and with it, the role of supply chain leaders. It is no longer enough to simply oversee processes. Today, leadership is about orchestrating intelligence, agility, and innovation across the value chain. This shift means embracing AI not just as a tool, but as a core enabler of better decisions and leaner, more adaptive systems. Leaders need to be comfortable with data, open to ethical complexities, and able to connect the dots across functions and partners—quickly and purposefully. The future belongs to those who can lead with clarity in a tech-enabled world—blending strategic thinking with digital fluency and a keen sense of accountability. At Amway, we are progressively embedding AI, starting with intelligent chatbots and process automation to drive faster resolutions and enhanced distributor experiences as part of customer services.
These innovations have improved efficiency and satisfaction. Going forward, we plan to integrate AI into the bot to deliver hyper-personalized support, enabling data-driven business decisions and ensuring a consistently satisfied customer base.
What advice would you offer to emerging leaders looking to build long-term, impactful careers in supply chain and operations?
If I were to sum it up, I would say: stay curious, remain focused on the customer, and develop both your digital expertise and people skills. Do not be afraid to step into unfamiliar roles—whether it is planning, procurement, logistics, or sustainability. The broader your range of experiences, the better you will be at connecting the dots and understanding the larger picture. Adaptability is essential. Disruptions will continue to occur, sometimes without warning, and it is our responsibility to remain prepared, stay grounded, and keep the business moving forward. Above all, lead with integrity. That is what earns trust, and in this field, trust is everything.
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