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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

Digital transformation enables supply chains, but India's rise requires strategic trade-offs

Ravishankar argues that supply chain competitiveness now hinges on digital adoption—speed and flexibility are non-negotiable competitive weapons. However, he insists that geographic diversification opportunities, particularly India's emergence, demand careful cost-benefit analysis rather than reflexive commitment, exposing the hidden liabilities beneath apparently attractive alternatives.

2

fundamental tensions companies face choosing India as supply chain partner

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

Digital Technologies are the Backbone of Next-Gen Supply Chains

Supply chain strategy priorities: digital capability versus geographic diversification risk

Speed and flexibility through digital adoption9
India cost competitiveness7
Hidden operational trade-offs in diversification8
Infrastructure maturity required for scale6

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30%Speed and
Speed and flexibility through digital adoption
India cost competitiveness
Hidden operational trade-offs in diversification
Infrastructure maturity required for scale

not a panacea

India's actual role in global supply chain strategies despite rising prominence

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, But Isn't a Panacea

Digital transformation essential for companies competing in today's market demands both strategic vision and operational discipline.

Digital Technologies are the Backbone of Next-Gen Supply Chains

“What appears strategically attractive may drain resources faster than alternatives initially seem less appealing.”

Themes:Digital transformation as competitive necessity, not optionDiversification requires rigorous cost-benefit analysis, not assumptionHidden trade-offs in seemingly attractive supply chain alternatives

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