Rohit Darodkar
it is reflected by the supplier in the product quality they deliver .” Of course , pricing strategies must reflect market viability — as everyone is in the business to generate value , costs must be in line with the feasibility of selling the end product . “ You need to be open from a business perspective , negotiate those costs and manage the supplier by explaining that , if they cannot reduce the cost of a product , nobody will buy the end product , and everyone will go out of business .” There is a competitive edge to this as well , as manufacturers are rarely short of options when it comes to vendor selection . “ You must always check where you stand in the market ,” Darodkar says . “ You cannot just rely on one supplier for a product . Supply chain is a demanding and continuously evolving sector — you need to keep your eyes
Rohit Darodkar
EXECUTIVE PROFILE 225 With more than 15 years ’ management experience in supply chain , logistics , transport and FMCG industries , Rohit Darodkar possesses a unique range of skills and experience delivering best practice management and leadership to a wide variety of international organisations . An experienced and commercially driven supply chain professional with demonstratable and proven experience in people management , process planning and information technology transformation , he is an expert at synchronising supply with demand and developing supply chain strategies that significantly impact profitability and increase the total value of a business . He demonstrates excellence in working through the 3 Cs of supply chain leadership — Communication , Collaboration and Change — and turning the business model into a profitable one .
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