With nearly two decades of experience across FMCG, pharma, and industrial products, Anupam Shrotary has built and led complex supply chain functions at companies like Nestle, Mars, Dr. Reddy’s, and Honeywell. Currently the Head of Supply Chain at Kimberly-Clark IFP, Anupam brings a sharp commercial lens to supply chain operations—balancing cost, service, and agility.
In this interview the biggest challenges FMCG brands face today, the impact of switching from FIFO to FEFO in pharma, tech-led planning transformations, and how to manage seasonal and cross-functional complexities. He also shares advice for young professionals entering the field.
Q: What keeps you motivated in this function?
The constant challenge. No two days are the same. Supply chain is fast-paced and high-impact. You’re always solving problems—from cost pressures to operational delays. Post-COVID, supply chain has gained a lot more recognition for its role in business continuity. That adds both pressure and purpose.
Q: What’s the biggest challenge in FMCG supply chains today?
Enabling business growth at lower cost. FMCG brands are pushing for geographic expansion and new product trials to drive volume. But at the same time, we’re expected to reduce costs year-on-year. Add global disruptions—freight hikes, wars—and it becomes even harder. We need to rethink end-to-end supply chains: procurement, manufacturing, planning, and logistics, all need continuous improvement.
Q: You’ve written about shifting from FIFO to FEFO. Why was this important?
In pharma, expiry risk is real. FIFO (First In First Out) is easier to implement, but it doesn’t account for expiry dates. So, we switched to FEFO (First Expiry First Out). It was operationally harder—warehouses had to sort batches by expiry, not just GR date—but it prevented losses. In one case, a single oversight led to ₹7 lakh in write-offs. Across 40+ warehouses, this change saved at least ₹8–10 crores annually.
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Q: What tech implementation brought significant improvement?
An automated replenishment system in the planning function. Earlier, inventory levels were set manually. This system uses AI to learn from demand patterns and automatically adjusts inventory coverage. If demand spikes, it increases buffer stock. If demand drops, it reduces inventory to avoid overstocking. It’s efficient, responsive, and reduces manual planning effort.
Q: How do you tackle seasonal challenges like heatwaves?
In food supply chains, especially chocolates, product integrity is crucial. During peak summer, we maintain cold chain conditions (18–22°C), which includes a robust system for monitoring temperatures in warehouses, during transportation, at the distributor level, and all the way to the retailer. We also account for human challenges such as fatigue among warehouse and ground staff. During such periods, we bring in backup crews to maintain service levels.
Q: What has helped you manage cross-functional stakeholders effectively?
Two things: focus on the bigger business goal and operate with a service mindset. Often, teams get siloed and chase only their KPIs. But if you align your efforts to what helps the overall business and also make others’ work easier, collaboration becomes smoother. In today’s environment, no function can succeed alone.
What’s your advice for young professionals entering the supply chain industry?
Three things:
1. **Get an end-to-end view.** Learn all four areas—procurement, planning, manufacturing, logistics—before you specialize.
2. **Be on the ground.** Visit warehouses, talk to transporters, understand real operations. This is the best time to build that foundation.
3. **Understand the business.** Supply chain must serve sales, marketing, and finance goals. Know how your decisions affect revenue and cost. That’s what makes a strong supply chain leader.
