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Contributors›Gurumurthi Ravishankar
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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 demands digital transformation, not geographic shortcuts

Ravishankar argues that digital technologies are non-negotiable for competitive supply chains, but that geographic diversification alone—particularly reliance on emerging economies like India—creates false security without addressing fundamental operational vulnerabilities. Companies must invest in technological capability alongside supplier diversification to achieve genuine resilience.

significant trade-offs

India supply chain alternative requires careful weighted evaluation

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

Digital Technologies are the Backbone of Next-Gen Supply Chains

Supply chain resilience requirements across dimensions

Digital infrastructure investment9
Geographic supplier diversification6
Speed capability9
Operational flexibility8
Emerging market integration5

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24%Digital infrastructure
Digital infrastructure investment
Geographic supplier diversification
Speed capability
Operational flexibility
+1 more

panacea

India is explicitly not a single-point supply chain solution

India's rise comes with significant trade-offs companies must carefully weigh before committing resources.

India Emerges as a Powerful Contender in Global Supply Chain Diversification, But Isn't a Panacea

Companies competing in today's market cannot succeed without prioritizing speed and flexibility.

Digital Technologies are the Backbone of Next-Gen Supply Chains

“Geographic diversification without operational capability creates the illusion of resilience.”

Themes:Digital-first supply chain architecture as non-negotiable foundationGeographic diversification requires complementary operational transformationEmerging markets as tactical components, not strategic panaceas

Latest article

Education Technology · Jan 19

Digital Technologies are the Backbone of Next-Gen Supply Chains

Modern supply chains require speed and flexibility, making digital transformation essential for companies competing in today's market

Read article →
Digital Technologies are the Backbone of Next-Gen Supply Chains

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  • AM
    Alex M.·2h agoquestion

    What sparked your research into disruptive innovation?

    Curious what the original insight was that led you to the Innovator's Dilemma framework.

  • SL
    Sophia L.·1d agoidea

    Would love a deep-dive into EdTech adoption barriers.

    Your framing of sustaining vs. disruptive innovation feels directly applicable to school systems.

  • DR
    David R.·3d agoquestion

    How do you see AI changing the personalized learning landscape?