In Conversation with Anirban: Navigating the Twists and Turns of Supply Chain

Anirban Sanyal, Head of Supply Chain and National Logistics at Century Ply, has spent years navigating the complexities of supply chain operations across India. With hands-on leadership experience in both strategic planning and operational execution, he brings a grounded perspective on what it takes to build resilient, responsive supply chains.

As part of Elyxr’s thought leadership series,The Chain Reaction, we recently sat down with Anirban to discuss his journey, the lessons learned, the hurdles overcome, and what truly matters in the evolving world of supply chain. Here’s a glimpse into his journey and the perspectives he’s gathered along the way.

How did your journey in supply chain begin and what experiences have shaped your leadership philosophy over the years? 

Like many of our generation, I came to supply chain by chance, not by choice. But once I was immersed in the journey, I discovered a deep passion for it and decided to build my career in this wonderful domain.

My supply chain journey began in operations, where I quickly saw the power of collaboration and precision. Leading cross-functional teams through complex challenges taught me that transparency, adaptability, and empathy drive results. Over time, I’ve learned that empowering others, listening actively, and staying curious are essential to effective leadership.  

Each experience, from navigating disruptions to implementing innovations, has reinforced my belief that strong relationships and continuous learning are the backbone of successful supply chain leadership. 

Managing the movement of wood-based materials across India sounds high-stakes — was there a moment when the supply chain nearly broke down, but your team pulled off a save?

Supply chain leaders like me, who’ve been driving this vertical since before 2020, recognize two distinct eras of supply chain management: Before COVID and After COVID. 

During India’s COVID-19 lockdown, the plywood supply chain nearly collapsed as trucks carrying raw materials were stranded on highways due to sudden restrictions. With factories at risk of shutting down, our team sprang into action, coordinating with local authorities to secure movement passes, arranging food and shelter for stranded drivers, and rerouting shipments through accessible zones. Despite the chaos, we resumed production within days. This moment showcased our team’s resilience, quick decision-making, and deep coordination under extreme pressure to keep operations running.  

Tell us about a change you’ve championed in the supply chain process at Century Ply that made a measurable impact — and could be replicated by others starting small. 

At Century Ply, I led a key change in freight cost control by breaking long-standing contract periods and introducing new transporters to foster competition. We implemented a reverse auction system, allowing transporters to bid transparently and competitively. This shift reduced freight costs by over 12% while improving service levels. Starting small with pilot routes, we scaled the model company-wide. This approach is easily replicable encouraging market-driven pricing, increasing vendor accountability, and driving measurable savings without compromising reliability. 

What is one belief about supply chain you’ve completely changed your mind about in the last five years? 

Five years ago, I believed stability and long-term contracts were the backbone of a strong supply chain. COVID-19 changed that. I’ve realized agility, flexibility, and real-time data matter more than rigid plans. Today, I value dynamic sourcing, shorter contract cycles, and digital tools that adapt quickly, because resilience, not predictability, is now the true strength of any supply chain. 

Supply chains used to be engines of efficiency. Today, they’re expected to be engines of resilience. What shift in mindset or operating model have you found most necessary in leading this evolution? 

The most necessary shift has been moving from a cost-centric mindset to a risk-aware, value-driven approach. Earlier, efficiency ruled, just-in-time inventories, lowest-cost suppliers, and lean operations. Today, resilience demands multi-sourcing, nearshoring, and strategic buffers. At Century Ply, we restructured our supplier base, built digital visibility tools, and prioritized flexibility over pure cost savings. This mindset shift, seeing supply chains as value enablers rather than cost centres has been key to adapting quickly, minimizing disruptions, and ensuring continuity in an unpredictable world. 

How do you cultivate trust across a network that spans suppliers, transporters, warehouses, and regional distributors? 

Cultivating trust across a complex supply chain network begins with consistent communication and transparency.  

At Century Ply, we maintain regular engagement with suppliers, transporters, warehouses, and distributors through structured reviews, digital tracking tools, and clear performance metrics. We ensure fairness in contracts, timely payments, and shared goals to align interests. When issues arise, we focus on collaborative problem-solving rather than blame. By listening actively, honouring commitments, and investing in long-term relationships, not just transactions, we’ve built a foundation of mutual respect.  

Trust, ultimately, is earned through reliability, empathy, and treating every partner as an extension of our own team. 

When things go wrong — as they often do in supply chains— what do you watch more closely: the response time, the learning, or the accountability? And why? 

While all three matter, I watch the response time most closely, because in supply chains, speed can prevent a ripple from becoming a crisis. A fast, focused response minimizes impact and restores flow. That said, I ensure the team reflects and learns afterward, turning setbacks into future safeguards. Accountability is built into our culture, but in the moment of disruption, agility takes priority. A swift, coordinated response shows readiness, resilience, and leadership. Long-term, we review the incident to strengthen systems and avoid recurrence, but immediate action is what keeps the wheels turning when things go wrong.