Sumanto Maitra
Bengaluru
Summary
Accomplished supply chain executive with extensive experience in strategic planning, leadership excellence, and digital transformation. Proven track record in driving operational efficiency, cost optimisation, and enhancing agility across diverse industries including FMCG, beverages, and manufacturing. Notable achievements include leading end-to-end supply chain transformations at Agilitas and Lixil PLC, resulting in significant improvements in forecast accuracy, inventory turnover, and cost reductions. Expertise in implementing advanced technologies such as AI-driven predictive analytics and blockchain-enabled traceability to improve real-time visibility and reduce disruptions. Adept at building high-performing teams and fostering a culture of innovation to achieve sustainable growth. Career goal: To leverage extensive supply chain expertise to drive transformative change and deliver exceptional business results.
Overview
22
22
years of professional experience
Work History
Vice President – Supply Chain
Agilitas
10.2024 - Current
- Being a strategic and results-driven supply chain executive, I am responsible for leading the end-to-end transformation of Mochiko Group's supply chain, a subsidiary of Agilitas.
- Focused on driving operational efficiency, cost optimisation, and digital enablement to enhance agility, resilience, and bottom-line growth.
- Holistic Supply Chain Enhancement– Overhauling Agilitas' supply chain by redesigning Plan, Source, Make, and Deliver functions, implementing Kinaxis & SAP IBP for advanced planning and execution, targeting a 15-20% improvement in forecast accuracy and supply-demand balancing.
- Supply Chain Digitization – Spearheading AI-driven predictive analytics, enabled traceability, and IoT-based automation, improving real-time supply chain visibility by 30% while reducing disruptions.
- Inventory and Working Capital Optimisation – Implementing demand-driven replenishment, reducing excess stock, and increasing inventory turnover, with a goal to cut working capital tied to inventory by 20% while maintaining 95%+ service levels.
- Digital Transformation & Platforms - Led end-to-end supply chain digital transformation across Plan–Source–Make–Deliver, implementing SAP IBP, AI-driven predictive analytics and IoT-enabled visibility to improve forecast accuracy and execution responsiveness.
- Owned digital roadmap and investment prioritization for supply chain planning, execution visibility, and analytics enablement, aligned to business growth and working capital goals.
- Process Improvement & Operating Model - Re-engineered IBP, demand sensing and replenishment processes using digital tools, reducing lead times by 15–20% and improving OTIF to 98%.
- Data, Analytics & Decision Intelligence-Transitioned supply chain analytics from descriptive reporting to predictive insights using ML models, enabling proactive risk management and scenario-based decision making.
- Improved real-time supply chain visibility by 30% through integrated data flows across planning, manufacturing and logistics systems.
- Established agile ways of working across supply chain teams, driving faster decision cycles and cross-functional alignment between planning, manufacturing, logistics and finance.
- Agility and Responsiveness – Implementing demand-sensing technologies and responsive supply chain models to manage demand volatility, reducing lead times by 15–20%.
- Integrated Business Planning (IBP) and S&OP – Strengthening end-to-end collaboration across demand planning, supply execution, and financial alignment to improve decision-making and scenario planning.
- Omnichannel and e-commerce readiness – enhancing fulfilment efficiency for online and offline channels, optimising warehouse and logistics networks to improve order cycle times by 25%.
- Supply Chain Talent and Organisational Agility – Building a high-performing, digitally adept supply chain workforce with a focus on advanced analytics, automation, and strategic supplier collaboration.
Leader – Supply Chain, LWT Operations – IMEA
Lixil PLC
05.2023 - 10.2024
- Part of IMEA SC Leadership Team, supporting 12% YOY business growth by ensuring from market to source, Optimization of Cost To Serve/COGS reduction, Supplier Managements through optimized Cash & Cost reduction while, elevating customer service and experience.
- Managing extensive & complex Supply Network viz Local – 4 greenfield factories, including 3P & Global – 9 factories/7 warehouses & 4 SMDs.
- Digital Enablement & Platforms- Led regional supply chain digital transformation across IMEA, deploying SAP IBP for demand, supply and inventory planning within 8 months, replacing fragmented legacy processes.
- Owned automation initiatives across CRM, vendor management and logistics systems to improve execution visibility and planning reliability.
- Process Transformation - Drove S&OP/IBP maturity from transactional planning to integrated business planning, delivering 40% DIO reduction and OTIF improvement to 98%.
- Standardized end-to-end supply chain processes across multiple countries and manufacturing footprints, improving scalability and governance.
- Leading E2E Supply Chain efficiencies, through effective S&OP/IBP process delivering high OTIF/FCA & drive complete Supply Chain process transformation to improve productivity & efficiency.
- Analytics & Performance Management - Established digital KPIs and analytics dashboards covering service, inventory, cost-to-serve and capacity utilization to support leadership decision making.
- Used scenario modelling and data-driven business cases to support Make vs Buy, localization and capacity investment decisions.
- Change & Stakeholder Leadership - Influenced senior regional leadership and cross-functional stakeholders to adopt digital tools and standardized planning processes across diverse markets.
- Responsible to innovate & drive GTM & Last Mile Delivery, Dynamic Routing (with resource optimization for Mfg N/W) strategy across domains (Logistic/Warehousing/EXIM).
- Localized 35% of Import volume on Cisterns through deployment of India Assembly plant resulting in direct +7% increase EBITDA.
- Process Synchronization between CHS & CFS along with K&N Warehousing.
Head(AVP) – IBP & OPERATIONS
Allied Blenders & Distillers Ltd
06.2020 - 05.2023
- Part of core SC members, to deliver & support a 9% CAGR on ~400$Mn beverage business which running for IPO in 12 months horizon, driving Cash, Cost, Service, Resource in SC.
- Digital Process Reinvention -Overhauled end-to-end supply chain processes by institutionalizing IBP, integrating demand planning, supply planning, manufacturing and finance for improved decision accuracy.
- Enabled system-driven planning and execution across 50+ manufacturing locations, supporting IPO-readiness and scale.
- Data & Analytics - Built advanced KPI frameworks and analytics for forecast accuracy, fill rate, inventory DOH and service levels, improving fill rates from 68% to 92%.
- Used data-driven inventory optimization and scenario planning to reduce inventory by 48% without compromising service.
- Operational Excellence through Digital - Drove manufacturing and logistics productivity improvements through automation, capacity analytics and network optimization models.
- Reduced SLOB by ~$3M through tighter planning controls and analytics-led execution governance.
- Led & drove Supply Network optimization (Own vs 3P) on Delivery to customers(Depots/CFAs/Bonds) through Mfg N/W consolidation & improvement on Logistic TAT.
- Instrumental in SLOB reduction by ~$3Mn through right Planning & Execution.
- Restructure & revamp SC resource mapping through apropos R&R and Outsourcing strategies & automation.
Associate Director Planning & Operations, APAC
Anheuser Busch InBev
01.2018 - 05.2020
- Headed SC Planning & Operations for ASEA markets within APAC markets.
- With a business top-line of ~$680Mn, responsible to drive Supply Chain & Customer Service with a manufacturing footprint of 89 factories (incl.17CMOs) & 56 depots.
- Responsible to manage annual VILC spend of $210Mn(with P&P mix) & deliver savings of targeted EBITDA of $31Mn, $156 Mn Inventory & Deliver
- Owner to drive & adapt (post SAB & ABI integration) APAC S&OP process & driving regional LCP(Logistic Centralized Process) for all regional markets to reach L3 maturity level by 2019.
- Led to deploy AB InBev DPO global Supply Chain policies for long term objective to Green Logistics, creating T1,T2,T3 LSP base for long term business sustainability.
- Drove optimization of Manufacturing & Depot footprints, mid-long term RCCP and manage CAPEX on mid-to-long term capacity expansion plans with an annual spend of $45Mn.
- Effectively optimized CONA(Cost Optimized Network Allocation) annual targeted saving ~6Mn on.
- Achieved $2.8Mn saving in VILC by driving a CONA efficiency to 96% in FY18-19(VN/IN/TH).
- Regional S&OP/IBP maturing to L3 in 18 months.
- Received APAC SEA SC Performer Award in 2019 for 6 AB InBev SEA markets.
Integrated Planning & S&OP Lead-EMAP
GlaxoSmithKline Limited
10.2011 - 01.2018
- Responsible to drive SC performance & LEAD SC process improvements & efficiencies through re-engineering & evaluation of EMAP Supply Chain(Operations & Strategic) for 6 EMAP markets (IN/SL/CAM/TAI/BD).
- 2011-2013 - Partnered with Bain & Co along with Deloitte for Design, Deploy & Implement S&OP/CCC process for EU markets (BEL, FRC & UK).
- Conceptualization to implementation of 3 Tier S&OP process (LOC/Regional/Global) for the right business decision making.
- 2014 – 2017 – Successfully deployed Global S&OP/CCC process Asia markets viz IN, BD, TAI, JPN & driving S&OP maturity index and stage from Level 1 to Level 3 in 24 months & Level 4 by 2018.
- Spearheaded Supply Chain Modelling for Network optimization through LamaSoft; 21% Reduction in Inventory in FG/RM/PM through effective S&OP process leading to a Cash Flow Saving of $95 Mn from 2016-2018; Improvement in SFA by 19% to exit '18 by 79% while SFB reduced to +7%.
Manager ERP & Customer Management
GlaxoSmithKline Limited
05.2010 - 09.2011
- Led GSK Digital Supply Chain Transformation drive(part of GSK PLC) to replace SC Planning tool from JDA to SAP APO & Advanced Planning Tool Deployment.
Supply Planning Manager- Modern Trade
Hindustan Unilever Limited
05.2005 - 04.2010
- Responsible to drive SC planning across 4 PCs with network of 72 Mfg sites, 6 HUBs, 4 SMDs, 29 CFA/JIT, 2600+ distributors & a SKU mix of + 2300.
- Drive replenishment & maintain demand supply balance through targeted SS norms and generate + 90% service level(CCFOT/CCVOT/CCLOT) across all SKUs.
- Responsible to evaluate Loss Tree Analysis as a input to Central S&OP, Owner of OSA(On Shelf Availability) till retail shop floor having a direct impact on top-line & market share.
- Generate Com Ops Plan with Supply Visibility index to drive PC level replenishment strategy.
- Responsible for Retail Supply Mgmt through GTM strategy, portfolio rationalization, retail store level SKU assortments & its order fulfilments.
- Consistent deliver of >95% CCF-OT from 2007-10 for MT & OOS reduced by 54% over 4 yrs.
- Received “Best Performer” award for 2 yrs from VP-MT.
- PP DOH inventory reduction by 16 days & executed Direct On Order for MT-200 SKUs leading to YOY 17% increase in service level with direct delivery & 1% saving on distributor margin.
- Improved SNP production to allocation to dispatch from 4tier SC network by realignment of multilevel source quota management with its network optimization.
GMT & Sr Officer Production
Ceat Limited
05.2004 - 04.2005
- Joined as Management Trainee on the shop floor, managing Production Planning and Scheduling for OTR and Radial Tyre for two of the Ceat factories.
Education
MBA - General Management & Operations
Narsee Monjee Institute of Management Studies
01.2013
Bachelor of Engineering(BE) - Instrumentation
MBES College of Engineering
01.2004
Skills
- Strategic planning and execution
- Leadership excellence
- Team building and training
- Innovative mindset
- Performance optimization
- Data-driven decision-making
- Operations management
- Revenue growth strategies
- Talent development
- Financial management
- Digital transformation knowledge
- Business model re-engineering
- Change leadership
- Budget planning and forecasting
Additional Information
SC consultant in partner with 3rd Bridge for Bain C, ATK & BCG for as consultant/White Paper references.
Timeline
Vice President – Supply Chain
Agilitas
10.2024 - Current
Leader – Supply Chain, LWT Operations – IMEA
Lixil PLC
05.2023 - 10.2024
Head(AVP) – IBP & OPERATIONS
Allied Blenders & Distillers Ltd
06.2020 - 05.2023
Associate Director Planning & Operations, APAC
Anheuser Busch InBev
01.2018 - 05.2020
Integrated Planning & S&OP Lead-EMAP
GlaxoSmithKline Limited
10.2011 - 01.2018
Manager ERP & Customer Management
GlaxoSmithKline Limited
05.2010 - 09.2011
Supply Planning Manager- Modern Trade
Hindustan Unilever Limited
05.2005 - 04.2010
GMT & Sr Officer Production
Ceat Limited
05.2004 - 04.2005
MBA - General Management & Operations
Narsee Monjee Institute of Management Studies
Bachelor of Engineering(BE) - Instrumentation
MBES College of Engineering