Five divisions. 1,000+ SKUs. 20+ production units, 40 warehouses. ₹150 crore of orders went unfulfilled every year — growth funded and lost in the same breath.
5 divisions, 1,000+ SKUs, 20+ plants. FG inventory 35→28 days, service 90%→97%, modern trade fill 40%→83%. Logistics held at 4.5% of revenue for five years while turnover doubled.
50+ manufacturing locations, 400 SKUs, ₹300 Cr logistics spend. Modern trade & export service ~60%→~90%, APO implemented, 80-person team at 90%+ retention.
Capacity-constrained, near-zero-error environment: ~7% logistics savings in two years, record-low inventory, global recognition in Goodyear's S&OP system twice.
Apollo: ₹9 Cr cut from a ₹70 Cr freight base across 5 plants, 6 RDCs, 120 warehouses. PepsiCo: ₹10 Cr saved; India's first Customer Demand Forecasting module.
Sujit brought a rare combination of deep supply chain expertise, commercial judgement, and calm, empathetic leadership. Under him the function moved from firefighting to a structured, disciplined operating model.
Sujit was one of the pioneers in building a scientific supply chain architecture in Dabur, crafting the metrics that improved service levels and rationalised costs. His contribution was both seminal and impactful.
Sujit led transformation of the supply chain from spreadsheet-based to a digital, tech-led system with great leadership and professionalism. Fill rates, inventory days and logistics cost improved dramatically within a year.
He doesn't just optimise supply chain operations — he drives them with an eye on the bottom line and business growth. A strategic collaborator and disciplined leader, and a tremendous asset to any executive team.
With 35+ years of experience, Sujit brings deep expertise across the end-to-end supply chain — S&OP, logistics, network optimisation, working capital and technology-led improvement, with strategic thinking married to practical execution.
Let's have an honest conversation about where your flow is costing you.
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