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Gurumurthi Ravishankar photo

Teaching Assistant Professor, MS Supply Chain Faculty Director

Gurumurthi Ravishankar

G. 'Ravi’ Ravishankar is a faculty member at the Strategy, Entrepreneurship and Operations Division at the Leeds School of Business. He is a veteran of supply chain, lean transformation, implementing product innovation strategies and technology transfer from national laboratories. His career has spanned a wide range of operating roles from president, CFO to engineering manager and director of innovation. He has worked in four continents on lean manufacturing, supply chain, logistics, product development, factory start-up, and business strategy. His industry experience includes, semiconductors, machinery, medical devices, food and beverage, chemicals, consulting and not-for-profit organizations. He is passionate about education and teaching students how to apply theory to everyday challenges in business. Ravi has advanced degrees in materials and chemical engineering from MIT and University of Cincinnati respectively. He also has an MBA from MIT’s Sloan School of Management. He is a Six Sigma Black Belt, holds 8 patents and is a speaker on a variety of operations management topics.

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Contributor Brief·Gurumurthi Ravishankar · 2 articles
Updated Jan 19, 2024

Supply chain resilience requires digital transformation and ruthless trade-off analysis

Ravishankar argues that digital technologies are non-negotiable infrastructure for modern supply chains, but warns that geographic diversification—particularly to emerging markets like India—demands rigorous cost-benefit analysis before deployment. Companies cannot assume new supply chain alternatives will solve their problems without carefully evaluating hidden operational, logistical, and strategic trade-offs.

1

India is not a universal supply chain panacea solution

“Modern supply chains require speed and flexibility, making digital transformation essential.”

Digital Technologies are the Backbone of Next-Gen Supply Chains

Supply chain transformation priorities vs. geographic diversification readiness

Digital infrastructure investment9
Process automation adoption8
India market entry planning5
Trade-off risk assessment4
Legacy system modernization7

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27%Digital infrastructure
Digital infrastructure investment
Process automation adoption
India market entry planning
Trade-off risk assessment
+1 more

significant trade-offs

India expansion comes with carefully-weighed costs companies often underestimate

India's rise as a supply chain alternative comes with significant trade-offs that companies must carefully weigh.

India Emerges as a Powerful Contender in Global Supply Chain Diversification

Speed and flexibility are no longer competitive advantages—they are survival requirements.

Digital Technologies are the Backbone of Next-Gen Supply Chains

“Geographic diversification without digital maturity creates new vulnerabilities, not resilience.”

Themes:Digital transformation as non-negotiable supply chain infrastructureEmerging market diversification requires rigorous trade-off analysisSpeed and flexibility as survival imperatives in modern operations

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