As global supply chains navigate a period of rapid reinvention—driven by digital innovation, sustainability demands and rising geopolitical complexity, a new generation of leaders is stepping into focus. These emerging professionals aren’t merely adapting to change; they are reshaping the narrative with bold ideas, fresh perspectives, and a collaborative ethos. Yet transforming potential into leadership requires more than energy or technical know-how. It calls for strategic thinking, emotional intelligence, comfort with ambiguity, and the ability to influence without formal authority. At the same time, young professionals must contend with real-world barriers—entrenched hierarchies, limited exposure to decision-making circles, and the challenge of establishing credibility in experience-centric environments. In this special report, jury members of the Celerity Supply Chain Tribe 30-under-30 Awards share powerful insights to guide and empower the next wave of supply chain talent. From the capabilities that matter most to the structural hurdles that must be overcome, their reflections offer both clarity and direction. This is more than a leadership guide—it’s a blueprint for next-gen professionals ready to rise, redefine the rules, and drive the future of supply chain forward with purpose and conviction.
Reflecting on your own journey, what was it like navigating the supply chain landscape as a professional who was under-30 years of age within your organization?
Tannistha Ganguly, Associate Director - Supply Chain Warehouse Management Systems (IT), Kimberly-Clark: My foray into the Supply Chain domain was lateral, i.e. from the technological side. As a part of a tech firm working with major companies in the Supply Chain business, I spent months observing, understanding, and operationalizing learnings from FALs (Final Assembly Line) and PLM processes (of a major airlines manufacturing player). I tried to map the processes in the systems to the actual work done by the engineers and the product managers, interviewing them about their daily tasks, challenges, and practical workarounds, (technical) platforms, gaps and bottlenecks, testing processes, risk mitigation etc. This traceability-based approach proved very satisfying to me and I was very quickly able to move into more challenging projects, larger and more diverse domains (under the Supply Chain).
Neha Singh, VP Global E2E Supply Planning Transformation, Project Voyager, Diageo: In the early years of my career, supply chain management was largely centered on process excellence and efficiency, with decisions driven by retrospective analysis. We were just beginning to explore the possibilities of digital control towers through tools like Power BI—when the pandemic struck. COVID-19 was a watershed moment, bringing a tidal wave of uncertainty, but also accelerating digital transformation in ways we hadn’t imagined. Today, the landscape looks entirely different. Supply chains are being reimagined—how we design them, how we respond to daily decisions and disruptions, everything is evolving. With the advent of AI, we’re now able to make real-time decisions based on data points that our traditional models never even accounted for. It's been a transformative journey, and we’re just getting started.
Rajat Sharma, Vice President, ISCM & Customer Service, Hamilton Housewares Private Limited – India: My early career—those under-30 years—were defined by boundless energy, fresh ideas, and an eagerness to challenge systems I felt were outdated or inefficient. I was navigating with the confidence of contemporary academic learning on one hand and the excitement of being exposed to new technologies and platforms on the other. This combination gave me not just the tools, but also the mindset to think differently and act boldly. Whether it was procurement, reverse bidding, hedging, network optimization, or scenario modeling, my engineering and B-school background instilled a strong sense of possibility. I was driven to experiment, to improve, to transform.
But real learning started when I encountered the human dynamics of the supply chain—specifically, the distinct worlds of doers and decision-makers. I began to see that many operational bottlenecks weren’t due to process or technology limitations, but due to disconnects between those executing on the ground and those steering the strategic direction. This realization pulled me into deeper conversations with both ends of the spectrum—execution teams who revealed the practical frictions, and leadership voices who offered insight into long-term thinking and risk management. These dialogues became my classroom.
I began to understand that transformation was not just a function of process redesign or tech integration—it was about mindset shifts. And once I started seeing people and processes as intertwined, things became clearer. Exposure to leaders who could seamlessly align people, process, and technology gave me the inspiration and confidence to begin shaping my own approach to problem-solving.
I was fortunate to work on both domestic and global supply chains early on. India’s pre-GST landscape, for instance, felt like operating across multiple countries—each with its own legislation, culture, language, and market dynamics. Modeling supply chain optimizations here wasn’t just complex, it was chaotic, and yet intellectually thrilling. I enjoyed the challenge of balancing routes, vehicles, warehouses, plant capacities, and shifting constraints—only to have proposals rejected due to unforeseen variables. But each of these failures was a stepping stone in my learning journey.
I also learned early that building robust, implementable solutions required collaboration across departments—procurement, production, finance, legal, HR, commercial. Reaching out to diverse stakeholders became second nature. It wasn’t just about ticking boxes—it made solutions sharper and more sustainable. Later, exposure to markets across Africa, Latin America, Europe, and Asia revealed another fascinating layer: how organizations within the same supply chain could operate at vastly different maturity levels. These differences in digital readiness and process sophistication offered immense insight into the adaptability required for global supply chain management.
Nikhil Puri, Vice President – Direct Purchase, ATC Tires Pvt. Ltd.: As a professional under 30, supply chain landscape was unchartered territory. Regularly there were new challenges that were coming up. It has to be considered that though Supply Chain is still evolving, in those days, it was relatively new and new chapters of supply chain disruption were getting written with their mitigation plans in the industries across the globe. In my organization also, it posed new challenges which helped me in learning every day. Supply Chain in those days was a back-office job and only came into limelight when things went wrong. I embraced the challenges that were coming my way and tried to solve the problems by applying first principle method.
Rayapati Srinath Reddy, Head – S&OP, United Breweries Ltd.: Breaking into supply chain leadership before 30 comes with its own learning curve—equal parts challenge, growth, and discovery.
Embracing the Journey: Starting out in supply chain before turning 30 was a whirlwind of excitement and nerves. The pace was relentless, and I quickly realized that learning new technologies and adapting to constant change was the norm rather than the exception. Often, it felt like I was running just to keep up, but these challenges proved to be catalysts for personal and professional growth. The environment pushed me to stretch beyond my comfort zone, accelerating my development and confidence in ways I hadn’t anticipated.
Building Trust and Finding Mentors: One of the more complex dynamics was earning the trust of more experienced colleagues. It wasn’t something that happened overnight. I made it a point to communicate transparently, seek regular feedback, and actively take on difficult projects—especially the ones that others hesitated to volunteer for. Over time, these conscious efforts helped build credibility and paved the way for meaningful mentor relationships. These mentors became pivotal in shaping my journey, offering guidance and access to opportunities I may not have found on my own.
Bridging Old and New: Being comfortable with digital tools and data analytics gave me a unique position within the team. I often found myself bridging the gap between legacy systems and newer, more agile, tech-driven approaches. This intermediary role was not only rewarding but also impactful—I could see how it helped our team evolve and become more adaptive. Helping others embrace new technologies and approaches created a collaborative dynamic that made our organization stronger and more resilient.
Facing Stereotypes Head-On: Of course, being young came with its own set of challenges. There were moments when my age caused people to question my abilities or experience. Rather than internalize the doubt, I chose to let my work speak louder. I focused on delivering consistent results, staying curious, and always seeking ways to improve. Over time, my contributions became hard to overlook, and the initial skepticism began to fade naturally as trust and respect grew.
What Helped Me Succeed: What truly helped me during this time was a combination of adaptability, relationship-building, and a proactive mindset. Embracing change instead of resisting it became second nature. Networking and finding mentors accelerated my learning curve and provided a support system. Perhaps most importantly, I learned that young professionals can play a powerful role as agents of innovation. By bringing fresh perspectives and digital fluency, we can be instrumental in helping organizations stay ahead in a fast moving world.
Arpita Srivastava, Supply Chain Planning & Logistics Leader, Schreiber Foods: Well, as a professional under 30, my experience has been challenging and transformative. I was still exploring the domain and understanding its various verticals. It wasn’t even a glamorous field to be honest back then, but it was complex. The complexity of supply chain operations—from demand planning to door delivery, being constantly impacted by global and local events like Brexit meant I had to learn fast, adapt constantly, and be open to new ideas. The pace was intense, but it forced me to learn quickly.
As a young professional, in a midmanagement role, I had to focus on both technical skills and soft skills. Technical skills were managed by online/offline resources and then applying the concepts to real business problems. Soft skills, especially to influence without authority, was not that easy. Supply chain is a lot about people management, negotiations, collaboration- Being younger often meant I had to work harder to earn credibility. But it also gave me the advantage of bringing a fresh perspective—particularly in areas like digital tools, data analytics, and process improvement.
What helped me the most was having a few strong mentors, the ownership of the deliverables I had, continuous improvement mindset and focused and systematic approach towards end result. I also believe that my cross-industry exposure gave me a holistic view of the supply chain ecosystem. Looking back, that phase helped lay the foundation for how I lead now.
In your view, what are the biggest barriers and opportunities for professionals under 30 who aspire to take on leadership roles in supply chain over the next decade?
Tannistha Ganguly: While there are fewer structural barriers today for young professionals to step into leadership roles in the supply chain, certain behavioral tendencies can still limit their growth. One common challenge is a tendency to prioritize speed over depth—rushing to resolve issues without fully understanding their root causes. This often leads to quick fixes rather than sustainable, systemic improvements. Such overeagerness can also result in missed learning opportunities, particularly when hands-on experience is overlooked. These gaps can significantly hinder longterm leadership development.
The supply chain landscape is expanding and evolving rapidly. It no longer operates in isolation, but as part of a highly interconnected, digitally driven business ecosystem. As a result, the industry increasingly seeks talent with diverse skill sets—drawing from various disciplines, technical backgrounds, and global experiences. This creates a wide open playing field for young professionals to explore, specialize, and carve out their niche within the vast and dynamic world of supply chain.
Neha Singh: The pace of digital advancement—particularly in AI—is disrupting our understanding of what skills will be essential tomorrow. That unpredictability is both a barrier and an opportunity. For aspiring leaders, the key lies in continuously self-evaluating one’s capabilities, especially digital literacy, and consciously upskilling while preserving core domain knowledge. Whether you’re in manufacturing, logistics, or another labor-intensive function, technological proficiency is becoming non-negotiable. The old adage—"If you always do what ou always did, you'll always get what you always got"—no longer holds true. We must evolve, be agile, and position ourselves ahead of the curve to lead meaningfully in the years ahead.
Rajat Sharma: One of the most important insights from my early years was that many organizational inefficiencies stem from a gap between the people doing the work and those making decisions. For young professionals, this gap presents both a challenge and a tremendous opportunity. Young talent often brings the newest ideas, fluency in digital tools, and fresh perspectives on how things can be done better. If they remain engaged with evolving platforms, peer communities, and industry trends, they’re uniquely positioned to drive innovation from within. That’s their greatest strength.
However, the challenge lies in gaining the trust of decision-makers—especially when proposing untested technologies or approaches. It’s not enough to be right; young professionals must learn to influence, to articulate ROI, and to translate ideas into language that resonates with leadership. Many struggle with this translation. It’s not due to lack of intelligence, but lack of mentorship. They need guided exposure to boardroom conversations and real-world trade-offs.
Equally important is how they engage with the doers—those who will ultimately live the change. Leading change requires emotional intelligence, an understanding of what motivates people, and an appreciation of how communication shapes outcomes. This is another space where young professionals often stumble—not because they lack empathy, but because they lack the patience to bridge generational gaps.
Ego clashes, credit-seeking behavior, and differing work rhythms can derail even the best of ideas. But in all these challenges lies a unique space for discovery—for young professionals to be noticed, nurtured, and trusted by senior leaders. And for leaders to spot and invest in rising talent that can lead the next wave of transformation.
Nikhil Puri: The biggest barrier for professionals under 30 is to think that they know it all. Till 30, you may have encountered various challenges, but the supply chain throws a new challenge every day and one must be ready to accept and learn through that phase. The biggest opportunity is that the Supply Chain has started becoming important and is no longer a back-office job. Supply Chain will be the fulcrum around which the organizations will flourish and if someone is looking to grab leadership roles then this is the place to be. New technologies are coming up and the supply chain will keep on evolving in the next decade.
Rayapati Srinath Reddy: The road to leadership is filled with both roadblocks and ramps—success depends on how well young professionals navigate both.
The Hurdles -There are several significant barriers that young professionals face today. Oneof the primary challenges is the lack of clearly defined career paths. With the variety of job roles and shifting titles in the supply chain, it’s not always obvious how to move up or what trajectory to follow. Limited exposure in early roles can further complicate this, often making it difficult to gain a holistic view of the supply chain landscape. Then there’s the persistent skills gap—with technology evolving rapidly, staying up to date requires constant learning, and it’s easy to feel like you're falling behind.
Another barrier is the difficulty in proving your impact, especially in supporting or backend roles where results aren’t always visible in traditional KPIs. Networking can also be a challenge; finding and connecting with the right people to support your growth isn't always straightforward. Credibility remains a hurdle—young professionals often need to go the extra mile to be seen as leaders.
Add to that the issue of high job turnover, which, while offering exposure, can also hinder long-term momentum. Finally, increased competition and rapidly shifting expectations in the industry can create pressure to deliver and stand out constantly.
The Opportunities - Despite these hurdles, the opportunities for young supply chain professionals have never been more promising. Techsavviness is one of the biggest assets= younger professionals bring to the table. Comfort with data, tools, and digital systems gives them a competitive edge in driving innovation and efficiency. The breadth of roles available in supply chain also means individuals can find paths that genuinely align with their passions, be it analytics, sustainability, procurement, or logistics.
Furthermore, the work done in the supply chain often has a visible, tangible impact on the business, which makes it easier to feel a sense of purpose and accomplishment. Structured development opportunities, such as training programs, certifications, and mentorship, are increasingly being made available, helping young professionals grow and gain confidence. There's also a growing trend of purpose-driven work in the field, with a strong focus on sustainability, ethics, and social responsibility—values that resonate with the next generation of leaders.
In addition, the rise of skills-based hiring is leveling the playing field, allowing more individuals to step into leadership roles based on capabilities rather than formal qualifications. Industry recognition through awards and spotlight programs is also helping younger talent gain visibility and credibility. For those who are proactive in building broad-based knowledge, investing in their technical and leadership abilities, and tapping into mentorship and networking, the road to leadership is challenging but very much achievable.
Arpita Srivastava: I strongly believe that having a rock-solid foundation is essential to establishing your space in the professional world. For supply chain professionals, a major hurdle is often the lack of comprehensive exposure across the end-to-end supply chain. Since supply chains are inherently interconnected, limited experience in just one vertical—be it procurement, planning, or logistics—can hinder the development of strategic thinking and delay leadership readiness.
Another common gap I observe is the disproportionate focus on building technical expertise at the expense of soft skills. While technical acumen is important, soft skills are critical for professionals transitioning from individual contributor roles to leadership positions. Ambition and tech-savviness alone aren’t enough—leadership requires deep operational experience, especially in crisis management, stakeholder engagement, and cross-functional alignment. Bridging the gap between technical depth and leadership capability takes time, exposure, and intent.
On the opportunity front, one of the biggest advantages today’s professionals have, is their openness to step outside their comfort zones and embrace continuous learning. Their fluency in data analytics, automation, AI tools, and digital supply chain platforms gives them a clear edge
in leading transformation initiatives.Additionally, their global connectedness and cultural awareness are invaluable in managing remote teams, cross-border stakeholders, and diverse supplier and customer ecosystems. With the growth of supply chain tech startups and quick commerce, younger professionals now have the chance to take on leadership roles much earlier than in conventional corporate structures.
Another significant opportunity is the unprecedented access to high-quality educational content. With focused effort, one can acquire new skills through a wide range of content available across multiple platforms—something that was far less accessible even a few years ago. The same holds true for networking and mentorship. Today, young professionals have all the tools and resources they need right in their smartphones. What’s essential is taking focused action, backed by clarity of intent.
What qualities or skills do you think are most important for young professionals to develop if they aspire to lead in supply chain management?
Tannistha Ganguly: Aspiring supply chain leaders need a balanced mindset—analytical yet empathetic, curious yet resilient—to navigate complexity and drive meaningful impact.
An eye for details is a must-have. Supply Chain business is diverse and people, process and platform heavy. There are often many areas that have hidden issues / inefficiencies that need addressing. It takes a good balance of macroscopic and microscopic views to sustain and innovate in the Supply Chain domain.
Quick and constant learning with a willingness for cross-functional knowledge
A People-centric mindset, because Supply Chain is 80% People Management. In large supply chain economies, like in India, Supply Chain leaders deal more with people than with platforms. Developing empathy, active listening and willingness to help is key.
A ‘Win or Learn’ attitude is very important, especially in the face of failures.
Neha Singh: One of the biggest challenges—and opportunities—facing next-generation supply chain leaders is the dynamic and ever-expanding skill landscape. To stay relevant, professionals must possess a strong grasp of core processes and real-world experience, while also being open to integrating AI into decision-making. The future will demand leaders who not only understand the intricacies of the supply chain but are also comfortable trusting and leveraging emerging technologies. It’s a wide and complex skill spectrum—but also an incredibly exciting one to explore.
Rajat Sharma: Supply chain management today is a vast, interconnected landscape. From physical logistics and digital platforms to procurement, planning, manufacturing, fulfillment, compliance, and finance—it touches almost every function in an organization. Whether in B2B or B2C, domestic or global, traditional or tech-enabled settings, the scale and scope of supply chain roles have grown exponentially.
For young professionals, this complexity should be seen not as overwhelming, but as rich with opportunity. I strongly encourage exploring multiple aspects early on—distribution networks, data systems, plant operations, warehousing, freight, cross-border regulations, even working capital dynamics. This exposure helps identify areas of genuine interest and strength. So in the early years, qualities like curiosity, adaptability, and openness are invaluable.
Technology fluency is a must. This generation has a natural advantage here, and it’s essential they double down on it—not just knowing the tools but understanding their fitment and impact. But beyond tools and trends, what truly elevates future leaders is their willingness to learn continuously, apply knowledge thoughtfully, and execute with integrity. As they grow, they must move from being generalists to developing expertise in chosen domains—balancing deep functional knowledge with the ability to connect dots across the value chain.
Lastly—and perhaps most importantly, I believe the ability to confront failure with resilience is what separates good professionals from great leaders. The courage to accept setbacks, learn from them, and still push forward with clarity and optimism is a defining trait. Talking about failures, learning from others, and building emotional strength isn’t a soft skill, it’s a leadership imperative.
The world we live in is dynamic, unpredictable, and layered. Young professionals understand this intuitively, and that’s their superpower. I wish each of them the strength to explore, the humility to learn, and the confidence to lead. We, too, are learning from their journeys.
Nikhil Puri: One of the most critical qualities for aspiring supply chain leaders is the ability to be an effective problem solver. Organizations increasingly rely on supply chain professionals to address complex business challenges, and this problem-solving mindset must be actively cultivated by young professionals. It’s equally important to maintain a strong appetite for learning—whether it’s new technologies, evolving processes, or emerging best practices. Lateral thinking should become second nature, as the conventional playbook will likely address only a fraction of the supply chain challenges we’ll face in the coming decade. Those who can think creatively, approach problems from multiple angles, and deliver impactful solutions will naturally stand out—and ultimately progress into leadership roles.
Rayapati Srinath Reddy: Strong leadership in supply chain doesn’t just come from knowledge—it’s built on a blend of technical, strategic, and human centered skills.
Analytical and Data-Driven Decision Making: In today’s data-intensive supply chain landscape, the ability to interpret complex datasets, identify patterns, and make informed decisions is crucial. Young professionals should prioritize developing skills in data analysis, predictive modeling, and even in emerging areas such as AI and machine learning. These competencies not only optimize operations but also provide a strategic edge.
Technological Proficiency: A solid grasp of supply chain technologies—ranging from automation and blockchain to IoT and advanced planning systems—is now a baseline requirement. Leaders must not just be users but champions of these tools, ensuring their teams can harness digital capabilities to streamline operations and remain agile in a fast-changing world.
Communication and Collaboration: Effective communication is essential for articulating ideas clearly across a range of stakeholders, from shop floor workers to executive leadership. Young professionals should also cultivate strong collaboration and relationship-building skills, which are critical when working cross-functionally, managing vendor relationships, or leading diverse teams.
Problem-Solving and Critical Thinking: The ability to identify root causes, troubleshoot disruptions, and design sustainable solutions is what separates strong leaders from the rest. Critical thinking allows young leaders to stay calm under pressure and address complex challenges with clarity and focus.
Adaptability and Change Management: With supply chains being inherently dynamic, adaptability is non-negotiable. Leaders must be open to change, capable of guiding teams through transitions, and ready to pivot strategies when market conditions shift. Those who can manage change with confidence will help their organizations remain resilient.
Emotional Intelligence and Empathy: People leadership is about more than just processes. Empathy and emotional intelligence help leaders build trust, resolve conflicts, and motivate their teams. Understanding team dynamics and responding to individual needs helps foster a culture of psychological safety and high performance.
Visionary and Strategic Thinking: To lead effectively, professionals must think beyond day-to-day tasks and align their work with broader organizational goals. Strategic thinking involves anticipating future trends, spotting opportunities for innovation, and ensuring that supply chain decisions support long-term success.
Integrity and Ethical Leadership: Trustworthiness and ethical decision-making are foundational. Leaders must consistently demonstrate professionalism, fairness, and a strong sense of responsibility to build credibility and cultivate a positive organizational culture.
Continuous Learning and Lifelong Development: Given the pace of change, young professionals must embrace lifelong learning—whether through formal education, on-the-job experiences, or peer learning. Staying updated ensures continued relevance and effectiveness.
Global Perspective: As supply chains grow more global and interconnected, the ability to operate across cultures and understand international dynamics is becoming increasingly valuable. A global mindset helps leaders manage diverse teams, optimize global operations, and navigate regulatory or logistical complexities.
By honing these skills and qualities, young professionals can position themselves to become the kind of leaders who not only manage complexity but also inspire innovation and excellence in supply chain management.
Arpita Srivastava: I believe it is essential for supply chain leaders to grasp how every decision impacts the entire value chain—across planning, sourcing, manufacturing, logistics, and customer service. A comprehensive understanding of the end-to-end supply chain is, therefore, critical for any young professional. They must cultivate a well-rounded skillset that integrates technical expertise, strategic thinking, and strong interpersonal abilities. Effective stakeholder management and the ability to lead through influence are vital in establishing their leadership credibility.
With AI and digital transformation reshaping the landscape, the future of supply chains is increasingly data-driven. Professionals must be adept at interpreting data, identifying patterns, and making informed decisions based on real-time insights. This also requires them to stay current with advancements in supply chain technologies and to continually upskill themselves. The supply chain environment is filled with trade-offs—between cost, service, and risk. Navigating this complexity calls for a problem-solving mindset and sharp decision-making acumen, all while maintaining composure under pressure.
Finally, regardless of their domain or function, young professionals must embody core leadership principles—empathy, courage, collaboration, curiosity, and a commitment to fostering inclusive work environments. These traits not only define great leaders but also build the foundation for sustainable, people-centered leadership in supply chain.
Categories
