With quickly evolving capabilities across generative AI, data analytics, automation, machine learning, Internet of Things (IoT), blockchain and more, the ‘smart’ supply chain is well on its way to becoming the new normal. KPMG in India has been closely monitoring the shifting investment trends and supporting clients in their supply chain diversification strategies. Through focused efforts, we are helping clients identify key risk areas that complicate strategic transformation, aiming for business continuity and resilience.
Latest insights
Driving growth with Supply Chain trends
- The Economic Times Global Manufacturing Conclave
- CII CFO Roundtable
- India's semiconductor ambitions are gathering pace
- Decoding taxation and ESG
- The CFO Board’s Risk Roundtable
- S Sathish
- Jeffry Jacob
- Nikhil Patil
India has made significant progress in reshaping its manufacturing landscape over the past decade, but deeper technological and ecosystem transformation is needed to compete with global leaders. While the top quartile of Indian manufacturers shows reasonable capability, a significant portion of companies are far below the desired digital maturity. Without widespread adoption of Industry 4.0, automation and AI-enabled systems, India risks losing competitiveness to countries that scaled digitalisation much earlier.
Jeffry Jacob
Partner and National Sector Leader - Automotive, Industry Group Leader - Chemicals
KPMG in India
Reimagining global manufacturing & supply chains in a disrupted world - Resilience, agility & strategic autonomy
Resilient supply chains aren’t built on infrastructure or technology alone, they are built on collaboration, smart capital choices and adaptable talent. As India strengthens its position in global manufacturing, innovation, advanced digital tools, and artificial intelligence will drive the next wave of transformation. The next disruption may look different, but the ability to pivot quickly and collaborate effectively will remain the winning mantra.
Nikhil Patil
Partner, C&O-Commercial-CM&LS
KPMG in India
The India advantage in scale, cost, and capability for the world
India has always had the ingenuity and talent; what has changed is the alignment of global demand, domestic modernisation and a greater appetite for investment in capability. However, India cannot claim global competitiveness unless its tier-2 and tier-3 suppliers rise on quality, compliance, and technology.
- Sumit Kapoor
- Ummehaani
Businesses today face rapid, unpredictable changes: new products, regulatory shifts, talent competition, ESG, and tech transformation. The pace of “unknown unknowns” or “Black Swan events” is accelerating at an unprecedented pace. Naturally, traditional risk models find it difficult to keep up with that pace as they assume stability and predictability in businesses and operating landscape. AI is emerging as a new risk nervous system helping with fraud detection, cyber defence, supply chain resilience and more. Future operating model of risk management must consider the four-dimensional lens of probability, severity, interconnectedness, and velocity; which helps with real-time intelligence and simulation of multiple futures.
At KPMG we continue to assist our clients stay ahead of the curve through our AI led risk management capabilities – converting noise to signals and doubts to trust.
Third-Party Risk Management (TPRM) has traditionally been fragmented and siloed across departments, sometimes reduced to check-in-the-box compliance. As supply chains are more interconnected and interdependent today, by integrating ESG, regulatory, reputational, cyber and financial risk parameters into a unified framework, organisations can move from reactive to predictive risk management. However, challenges remain: data quality and availability, integration with legacy systems, regulatory compliance and explainability, and change management. Overcoming these hurdles with Artificial Intelligence makes it possible to connect the dots across all risk types, so companies can stop playing catch-up and start leading with confidence, trust, and adaptability.
India’s edge in the semiconductor race goes beyond incentives. The government is steadily building an ecosystem by investing in skilling, enabling infrastructure, and ensuring policy stability. Competitiveness will rest on ecosystem depth and the ability to deliver with speed and consistency. Early wins in packaging and design give confidence we are moving in the right direction.
The Indian automotive Industry has a massive opportunity in harnessing sustainability-led growth. The Indian automtive This can open new markets and increase export penetration in others. A low-carbon manufacturing push can drive huge growth and acceleration.
Geopolitical shifts are forcing CFOs to rethink supply chain architecture. From satellite facilities to optionality in logistics, the focus is shifting from scale to agility. CFOs must lead with long-term commitment, especially in volatile global environments. India’s strength won’t come from competing on cost; it will come from engineered products, process innovation and logistics. Risk management, scenario planning and treasury coordination are now central to financial leadership.
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