Human Judgment Still Drives Great Supply Chains

Even with AI, supply chains need human judgment to navigate uncertainties. Math can’t solve everything — teamwork and experience still drive success

A hybrid model works best — centralise for strategic control, decentralise for local execution. Supply chains today demand both consistency and agility

You’re currently a Partner in the Manufacturing Practice at Infosys Consulting. After studying metallurgy at IIT BHU, you spent five years at Tata Steel before pursuing an MBA from XLRI. You joined Infosys in 2000 and have since held several key roles, including in international operations. Could you take us through this journey?

I come from a small town with very humble beginnings. I was fortunate enough to secure admission to the Ramakrishna Mission for my schooling. This environment provided me with opportunities not only to excel academically but also to pursue extracurricular activities, including acting, music, sports, and elocution.

During my undergraduate education at IIT BHU (now IIT Varanasi), I learned many new things and the tricks of the trade, which helped me navigate difficult situations. After my degree, I joined Tata Steel, where I spent five enriching years. This experience in a premier industrial setting gave me a solid foundation in manufacturing processes and corporate operations. At that point, I enrolled in the BM programme for working executives offered by XLRI. Though managing work and studies simultaneously was quite stressful, I cherish this experience because I could directly apply classroom theory in an industrial setting. This engagement helped me immensely in my career going forward.

I joined Infosys in 2000, a time when the IT industry was growing rapidly. My desire to contribute to the expanding tech sector and gain global exposure drove this choice. My time at Infosys has been both gratifying and demanding, with a notable portion spent in international operations. It has given me many opportunities to interact with clients, boosting my confidence and consulting skills.

If you were to build a career today, would your approach be different? If so, how would you go about it?

As of today, I am content with my career path. If I were given the opportunity to go through this cycle again, I probably wouldn’t change much. This is mainly because I find this journey professionally rewarding and personally satisfying.

I’ve always prioritised human connection and relationships. Infosys has shared this value throughout my time here. The company consistently puts its people at the forefront of its initiatives and strives to minimise unnecessary office politics. There’s a strong emphasis on team spirit and enjoyment, fostering a great working atmosphere. Infosys has also provided multiple opportunities to learn and develop, for which I am truly grateful.

I’m approaching the final leg of this professional marathon. Going forward, I plan to stay engaged with students by sharing knowledge without unnecessary jargon. I look forward to simplifying complex concepts, providing actionable insights, and helping the next generation of professionals grasp key ideas quickly and effectively.

Today, you’re a well-known leader in SCM and manufacturing, having focused on unlocking value for Infosys. Of the many initiatives you’ve taken, which one are you most passionate and proud of? 

I’ve always been committed to learning — and I’m still learning, particularly in supply chain and customer operations. Working with a client in the Middle East was a challenging and memorable experience. This project gave me an excellent opportunity to lead from conceptualisation to implementation. It was significant because it covered the entire solution lifecycle, including design, execution, and establishing a mutually agreed benefit-tracking mechanism.

There were two main obstacles. First, cultural attitudes: initially, it was hard to convince the client of our proposal due to preconceived notions about Indian professionals. While our IT proficiency was acknowledged, our grasp of business operations was questioned. The project’s success hinged on overcoming this perception barrier. Second, the client’s mindset: as a regional leader with abundant natural resources, they believed their operational procedures were superior. Though this confidence was well-founded, it posed challenges when introducing new perspectives.

We had to balance respecting their existing processes while persuading them of the benefits of our strategies. Breaking down their business practices, gathering data, and generating insights was challenging but enlightening. It sharpened my consulting skills and cross-cultural competence, offering invaluable insights into complex operations in a different cultural context. Beyond meeting expectations, the project’s success significantly advanced my professional growth and understanding of global business dynamics.

Back in 1998, you received Tata Steel’s prestigious “Maple Leaf Award” for your insights on the future of purchasing and supply chain management. Looking back now, how accurate do you think your predictions were?

The Maple Leaf Award-winning paper I wrote two decades ago centred on the theme of connectedness between various operations in supply chain management and how bridging these would reduce organisational silos. Looking back, my approach was rooted in common sense. It’s gratifying to see companies now investing heavily in information systems that foster this very connectedness. These IT investments help organisations shape data into insights for quicker, more accurate decision-making, faster customer reach, improved customer experiences, and reduced administrative redundancies.

With rapid advancements in technology, both manufacturing and supply chain management are undergoing significant transformations. How do you envision the landscape in these areas evolving in the coming years?

There’s no doubt we’ve made progress in supply chain management, but only a select few companies have truly advanced. Many businesses remain constrained by longstanding challenges.

Enterprise Resource Planning (ERP) systems are gaining traction, boosting efficiency by integrating and streamlining business activities. Strategic mergers and acquisitions are increasingly focused on enhancing supply chain capabilities — not just expansion. Companies now recognise the need for robust infrastructure and expertise to optimise supply chains. Some are even restructuring, spinning off or selling non-core segments to sharpen their focus and streamline operations.

While progress varies across industries, the trend is clear: supply chains are becoming more efficient, data-driven, and strategically aligned.

In today’s rapidly evolving world, understanding the industry landscape is essential. As future managers, we must focus on potential disruptions while recognising the constants that remain. In your view, what aspects of this field have stayed consistent and are likely to endure?

Several constants in supply chain management have persisted and will remain critical:

Managing uncertainties — ensuring supplier continuity and on-time customer deliveries — remains a core challenge, even amid technological advances.

Human judgment is irreplaceable. While automation and AI proliferate, complex decisions often require subjective analysis and multi-faceted perspectives.

Teamwork is indispensable. Successful supply chains rely on collaboration, interpersonal skills, and strong team dynamics.

If supply chain problems could be solved purely mathematically, we’d have perfected them by now. The reality involves a complex interplay of factors defying algorithmic solutions. While technology evolves, these fundamentals will endure.

In today’s world, what are some of the key challenges your clients are facing, and can you elaborate on the solutions you offer?

In working with clients, I’ve observed several prevalent challenges. A significant issue is the lack of integration between organisational functions, creating silos. Often, one department is unaware of another’s priorities — for example, production teams focused on productivity metrics may clash with sales teams prioritising demand fulfilment.

Another challenge is misaligned KPIs across organisational levels. High-level KPIs often fail to translate to operational goals, leaving departments working at cross-purposes.

Data fragmentation is equally persistent. Many companies have adopted applications for localised needs over time, resulting in disjointed data views. Coupled with unused reports and excessive data collection, this obscures valuable insights.

Additionally, process inconsistencies across regions or business lines create inefficiencies. Localised processes may work independently but resist change due to fear of disruption.

Our solutions focus on:

Process optimisation and KPI alignment to break down silos.

Data integration and lean data management to eliminate redundancies.

Change management to address resistance.

The goal is integrated, data-driven operations that enhance decision-making and drive strategic outcomes.

In 2001, you won the Young Materials Manager Award for your insights on centralising vs decentralising supply chains. How have your views evolved? Is one approach more effective, or do you favour a hybrid model?

Based on my experience, I’ve come to believe that a hybrid model is often the most effective approach. This perspective has been shaped by recognising the complex and diverse needs of modern supply chains.

Certain elements of the supply chain are better suited for centralisation, while others benefit from decentralisation. Decision-making components often yield better results when centralised, as this allows for strategic alignment, economies of scale, and consistent policies across the organisation. On the other hand, execution-related aspects can be more effectively managed through decentralisation, which provides greater flexibility and responsiveness to local conditions and requirements.

A prime example of this hybrid approach can be seen in sourcing activities. Centralised sourcing contracts leverage economies of scale and ensure consistency, while actual purchase orders and delivery management can be handled locally to address specific regional needs. Similarly, product design simplification — with its focus on enhancing fit, form, and function — can be effectively managed by a centralised team while still incorporating valuable input from regional teams.

It’s important to note that the optimal balance between centralisation and decentralisation varies depending on a company’s structure, culture, and specific industry requirements. While I advocate for a hybrid model, I emphasise the need to tailor this approach to each organisation’s unique context.

Infosys Consulting was recently named one of the world’s best management consulting firms by Forbes. How do you differentiate yourselves from competitors?

Data is everywhere, but without integration and alignment, it only adds noise. True insight comes from connecting processes, KPIs, and people

Great consulting delivers implementable solutions, not just boardroom strategies. We match deep expertise with measurable impacts — that’s where real value lies

At Infosys Consulting, we stand apart through several key differentiators. Our primary focus is delivering practical, implementable solutions that go beyond boardroom strategies. We excel at quickly understanding client challenges and mapping solutions to tangible, measurable impacts.

This capability stems from our strategic recruitment of industry experts with deep domain knowledge. By leveraging our extensive internal network, we deploy professionals with precisely matched expertise, forming cross-functional teams that deliver comprehensive, tailored solutions.

We invest heavily in continuous learning and AI-powered knowledge management, keeping us at the forefront of industry trends. Our distinctive culture fosters an enriching work environment with minimal bureaucracy, encouraging self-motivation and exceptional client service.

As part of the Infosys group, we uniquely combine consulting expertise with access to a vast range of technical capabilities. This allows us to assemble integrated teams delivering end-to-end solutions without relying on external partners — a truly differentiated offering in the consulting space.

Manufacturing contributes significantly to Infosys’ revenue and is among our fastest-growing segments. What strategies are you pursuing to expand this further?

We’re driving growth in manufacturing through key focused strategies.

First, we’re helping clients reduce costs by identifying operational inefficiencies and implementing solutions that streamline processes and lower overheads.

Second, we guide clients through digital transformation, helping them assess their current landscape and implement complementary ERP systems that integrate and optimise business processes.

Third, we’ve positioned ourselves as strategic partners for mergers, acquisitions and divestitures, helping clients navigate the complex operational challenges these transactions present.

Finally, we’re pioneering ‘Insight Factory’ solutions — dedicated teams that continuously analyse data to provide clients with actionable insights, enabling better decision-making without straining their internal resources.

Overcoming preconceptions requires respecting existing processes while demonstrating superior strategies — cultural competence is as vital as technical skill

What sets Infosys apart? Industry experts plus AI-powered learning plus minimal bureaucracy. But our real advantage is delivering complete solutions without relying on external partners

Some students in this batch are considering a career in consulting, particularly those with previous work experience. How would you recommend they go about making this shift?

For students contemplating a move into consulting, I’d emphasise three crucial aspects based on their work experience:

First, cultivate a flexible learning mindset. Consulting offers exposure to diverse industries and challenges — this variety becomes your greatest teacher. Your existing work experience provides valuable context, but remain open to continuous learning across new domains.

Second, embrace mobility. Consulting often requires readiness to travel to client sites. This flexibility demonstrates commitment and provides invaluable on-ground insights.

Most importantly, maintain relentless focus on delivering client value. Successful consultants prioritise client outcomes above all else, building trust through tangible results. Your previous professional experience will help you understand real business challenges — leverage this while adapting to consulting’s dynamic nature.

The transition rewards those who can balance their hard-earned experience with intellectual curiosity and adaptability. It’s this combination that creates exceptional consultants.