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SCRS 2023: Resilience in Action: Strategies for Transforming Supply Chains to Withstand Disruptions

SCRS Conference Day 1 Session #10

Resilience in Action: Strategies for Transforming Supply Chains to Withstand Disruptions

Moderated by: Mr. Ratnakar Bade

Panelists: Ms. Jo-Ann Shanti, Mr. Rajesh Shekhawat and Mr. Firoze Hussain


Resilience, as defined by Mr. Ratnakar Bade, Board of Director at TAPA APAC and moderator for the panel, is the ability of an organization to sustain, withstand, and respond to any disruption that may cause harm or damage to assets, as well as disrupt the ability to operate efficiently. A resilient program is structured and enables organizations to effectively navigate through uncertain times. In a world where disruptions can strike at any moment, organizations need to be prepared to face the challenges head-on. This panel takes us to look into strategies for transforming supply chains to withstand disruptions.


Question: What is your take on the best practices or guidelines on building resilience in the supply chain? 

  From the land transport perspective, Ms. Jo-Ann Shanti, Vice President Sales & Commercial of Project Argus Pte Ltd, recommended focusing on building a strong foundation using safety and security technologies in truck operations. One example of this is fortifying primary movers and containers against theft and hijacking. Technological solutions also ensure that alternative routes can be taken into consideration before a crisis happens, which in turn reduces risks and guarantees timely deliveries for customers. Another example is implementing a transport management solution that invites third-party transport suppliers to join and collaborate on the company’s platform. This allows for coordination among transport services, ensuring safe and efficient deliveries. 


Question: In your opinion, how do TAPA Standards help organizations in building a resilience framework?

Mr. Rajesh Shekhawat, Regional Head of Security at Johnson Matthey, highlighted the importance of having a common language when discussing the supply chain ecosystem. According to him, TAPA provides its members with this common language. For instance, if there is a plan to establish a warehouse in certain parts of Asia Pacific, it is ensured that the TAPA Standards are incorporated into the building process. By adhering to and getting certified for these standards, businesses become an integral part of the TAPA agreements. This common language makes the lives of the members easier, as they can effectively communicate and understand each other’s requirements.



Question: How do you ensure that your partners also have robust resilient programmes in place?

Mr. Firoze Hussain, Chief Security Officer from Delhivery Ltd, emphasized the importance of taking a broader perspective when considering logistics in India in relation to the country’s Gross Domestic Product (GDP), which is projected to grow at 5%. In comparison, the rest of the world is experiencing growth rates between 5-7%, indicating ample room for improvement. It is crucial to start at the beginning of the process and ensure that each step adheres to the TAPA Standards. Working closely with all sectors of the business, including the workforce, trucking, and warehousing suppliers, and implementing consistent standards throughout the company, will enable the provision of high-quality services to clients. Collaboration with suppliers through contracts will further support these efforts.


Question: With relation to costs, how can we drive the message of resilience into the board room and encourage leadership to continuously improve in this aspect?

Rajesh responded that the answer lies in the importance of establishing internal supply chain Standards. He suggested implementing different controls based on the value of the containers. An example is that a TAPA-certified truck can transport three times the number of loads than a non-certified truck, which brings in significant value at a lower cost and resiliency.

In order to improve service level and quality, Firoze recommended making conscious decisions with the management team. The objective is to become the lowest cost transport company while ensuring that all deliveries are made in a timely manner. Firoze believes that by embracing innovative thinking and functioning, it is possible to standardize the supply chain and align it with the organizational culture. This approach aims to enhance overall efficiency and effectiveness.


Question: What are your top priorities when starting a resilience program, considering that it takes time and involves various organizational measures for process, people, and technology development?

According to Firoze, end-to-end supply chain management goes beyond the simple tasks of trucking and warehousing. It is a complex process because it relies on the strength of its weakest link to determine the overall speed and efficiency. To ensure success, it is crucial to maintain important property standards and build resilience within the network, allowing all components to work together in a timely manner.

For Rajesh, efficiency in the supply chain is crucial for high-risk products. However, it is important to have a common understanding that cost is not the only factor to consider. In order to drive efficiency and ensure resilience, there needs to be a holistic approach that takes into account various factors such as quality control, risk management, business continuity and effective communication. By focusing on these aspects, companies can streamline their supply chain processes and mitigate potential risks, ultimately improving overall performance and ensuring the successful delivery of high-risk products.

Jo-Ann brought to attention three key priorities – ensuring the safety and security of assets, having trained and confident employees, analyzing operational data. Failure to do so can result in company disruptions, government investigations, liabilities, claims, and the need to comply with insurance requirements. Furthermore, the potential loss of lives adds to the seriousness of the matter. Many transport companies find it challenging to expand their business beyond their current geographical boundaries due to the risks involved, especially if they lack sufficient trained drivers. These priorities shall lead to a better profit and loss, greater value and cash that are important to all businesses.


Resilience as a programme will always be a strategic collaborator.

-Mr. Ratnakar Bade, Board of Director, TAPA APAC 


Firoze emphasizes the importance of network engineering and reassessment as an integral part of a constant dynamic approach. In today’s fast-paced world, where consumer demands are constantly evolving, it is crucial to regularly evaluate and reevaluate strategies and approaches. By doing so, businesses can stay ahead of the curve, adapt to changing trends, and meet the ever-changing needs of their consumers. Rajesh added that an important gap that the security fraternity consistently faces – the need for comprehensive access to data. By having access to all relevant data and conducting thorough analysis, organizations can identify the right indicators and establish the appropriate measures to enhance resilience. 


About the Moderator

Mr. Ratnakar Bade                                                                                        Board of Director, TAPA APAC

Mr. Ratnakar Bade is a military veteran with 26 years of prolific experience in building Business Resilience, Risk Governance, Physical Security, Crisis Response, Business Continuity & Brand Assurance across diverse industry sectors like, Military, Banking, Logistics, Manufacturing, R&D & E-Commerce. Previously, he was working for Flipkart Group as Senior Director- Business Risk Management.


About the Panelists

Ms. Jo-Ann Shanti                                                                                       Vice President Sales & Commercial, Project Argus Pte Ltd

Ms. Jo-Ann Shanti is a technically knowledgeable and experienced sales executive with 20-plus years of providing supply chain and precise location-based telematics solutions to key government agencies and logistics industries. Jo-Ann has a vast experience with homeland securities, cold chain deliveries, secure deliveries, and oil & gas safe deliveries and practices, which have allowed her to provide effective solutions for customers.


Mr. Rajesh Shekhawat                                                                          Regional Head of Security, Johnson Matthey

Mr. Rajesh Shekhawat has spent the last four and half years working at Johnson Matthey (a UK based multinational chemical and manufacturing company specializing in precious metals) where he is responsible for the delivery of corporate security standards and Major change programmes across Asia Pacific region.


Mr. Firoze Hussain                                                                                      CSO, Delhivery Ltd

With 35 years of experience in Safety Security, Dr. Firoze Hussain is currently the Chief Sales Officer (CSO) of Delhivery, one of India’s largest logistics company. He was a former Superintendent of police and serves a senior rank in the Indian Police Service. Mr Hussain holds a Triple Crown Holder of the ASIS International PCI, CPP and PSP certifications.


Watch other SCRS Conference 2023 Keynotes and panel discussions here: Session Replays



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