How Abhijit Supekar is Rewiring Supply Chain Leadership

In an era of unprecedented global uncertainty, supply chain leaders face mounting pressures from geopolitical tensions, technological disruption and evolving trade policies. 

Abhijit Supekar is a global supply chain executive with over two decades of experience spanning strategic sourcing, manufacturing operations, logistics, business strategy and engineering. 

Currently Head of Global Supply Chain at Aeva Technologies, he has led transformative initiatives across industries—from health-tech (Fitbit/Google) to EV-automotive (Lucid) and industrial-aviation-defence (Seagate, Skydio). As a recognised speaker and thought leader, Abhijit advocates for balanced, holistic leadership and champions #UnshakenSupplyChains, navigating global disruption with resilience, innovation and systems thinking.

Speaking to Procurement Magazine, Abhijit explores innovative strategies for building resilient, adaptive supply chains that don't merely survive disruption—they thrive through it. 

How would you describe the current state of global supply chains and the challenges they face?

When I prepared to step onto the stage at Procurement & Supply Chain Live Chicago 2025, the global supply chain world was already in flux. As outlined in the WTO Trade Forecast for 2025 and 2026, tensions in trade policy, rapid technological innovation and the lasting aftershocks of global disruptions have leaders rethinking not just how to manage supply chains but how to rebuild them from the ground up. We used to think of tariffs as speed bumps—now, they're landmines. A single policy change can instantly turn a profitable supply chain into a margin sinkhole.

Whether it’s US-China trade tensions or the joint statement between these world trade leaders, the ripple effects of sanctions has had businesses scrambling to rebalance sourcing, re-evaluate pricing and redefine value creation. Tariffs now touch every operational node - from component cost forecasting to warehouse network optimisation. The pressure to remain agile, secure and globally competitive has never been higher.

What is your vision for resilient supply chains?

The only way forward is to architect supply chains that are not just responsive, but unshaken. The future belongs to those who can craft #UnshakenSupplyChains—transparent, adaptive and resilient systems that thrive even under intense pressure. Real resilience is when the three pillars—team, tools and supply chain—operate in unison. My playbook is about adapting with change, not resisting it.

Can you explain your #TripleHelixSupplyChainDNA framework?

The #TripleHelixSupplyChainDNA framework interlinks three strands: the Supply Chain Spectrum (from unstructured to structured datasets), Supply Chain Cohesion (from fragmented to unified relationships) and Supply Chain Gradient (from complex to simple networks). All global conflicts flow through these three conduits impacting the fundamental deliverables of every supply chain - time, quantity, quality, cost and risk.

And, with this in context, the #UnshakenSupplyChain is not a singular model, but a mindset—a combination of trust-based partnerships, smart automation and continuous adaptability. An #UnshakenSupplyChain isn't one that avoids stress. It's the one that bends, learns and bounces back—stronger and smarter than before.

What role does technology, especially AI, play in your approach? How do you drive its adaptability?

Technology is not the threat—it's the armour. To answer your second question first, if you build a reward culture around tools that make people's lives easier, they'll adopt them. If you use AI to automate what's painful—manual data pulls, outdated reports, chaotic dashboards—people will see it as a gift, not a threat. We need to highlight to our teams that we’re not just digitising for efficiency anymore (i.e. to replace someone's job); we're digitising for foresight that is critical for business success. This change in thought process is fundamental to drive adaptability at all organisational levels.

As for AI in supply, from digital twins to adaptive ERP systems, these tools of the trade are evolving. AI-driven anomaly detection, blockchain for supplier traceability and autonomous procurement bots are all part of our unshaken arsenal. AI-powered demand forecasting helps us navigate volatile hardware needs and generative AI enables smart cost negotiations. AI in Supply Chain is not science fiction anymore—it's embedded in our daily operations. Supply chains are truly ripe for AI disruption!​​​​​​.

What are the current limitations of AI in supply chain management?

Many AI platforms are still designed for visuals and dashboards, not for solving unstructured, industry-specific problems. The next evolution lies in tailored intelligence, not just flashy tools. The AI advantage comes from learning from unstructured data, providing graph-based intelligence and adapting to unique scalability needs—but there's still work to do.

How do you view leadership in the supply chain today?

Supply chain leadership in 2025 isn't just about strategy—it's about people. Supply chain leaders are now geopolitical strategists, data scientists and change managers rolled into one. It's not just about managing shipments anymore; it's about managing shocks.

Today's leaders must play dual roles: architecting smarter networks whilst also cultivating talent pipelines in a world of labour shortages and visa uncertainties. Your team needs to know they matter. Their insights, their ideas and their learning curve are part of the company's success.

That's how you build resilience—not just in systems, but in the people who run them. Our human capital is the most underleveraged defence, which is why I strongly advocate reskilling programmes that bring predictive insights into execution. Supply chain teams need financial literacy, geopolitical awareness and rapid response protocols—skills they don't traditionally learn in operational training.

How do you build stronger partnerships with suppliers?

From the beginning, I involve suppliers not just as vendors but as innovation partners. I've implemented Periodic Innovation Reviews (PIRs), where suppliers discuss market-disrupting ideas and are encouraged—even expected—to pitch cost-saving, performance-enhancing or risk-reducing ideas.

The results speak for themselves: better part availability, reduced costs and a shared sense of ownership in product success. Such a moat built on strategic partnership is the strongest force to fight against geopolitical uncertainty.

How has supply chain strategy changed at the executive level?

Supply chains have now migrated from the warehouse floor to the boardroom agenda.

Supply Chain now has a seat at the Executive Table. Boards want answers to three questions now: How do we stay operational during trade shifts, how fast can we pivot and what's our exposure cost today? Transparency, scenario-driven simulations and supplier diversification reports must now be executive staples.

With these deliverables mandatory to our work products, the secret lies in crafting your #UnshakenSupplyChain that is rooted in the #TripleHelixSupplyChainDNA framework, for building an optimal supply chain that not only survives but thrives in a world plagued by geopolitical uncertainties.

What practical steps do you recommend for mitigating tariff risks?

One solution I champion is Foreign Trade Zones (FTZs). By leveraging these zones, companies can defer, reduce or even eliminate tariff costs, all whilst improving inventory flexibility. It's a regulatory lever too few companies use well, but it can be a game-changer when combined with smarter manufacturing footprints.

Another focus is understanding and renegotiating Incoterms, HTS codes and rules of substantial transformation. The right set of terms along with the right supply chain architecture are key factors for enabling a true moat against uncertainty. With recent changes in US tariff policy, tariff is not just a line item—it has to be a negotiation and those conversations with suppliers should be prioritised and must be transparent, data-driven and aligned with our long-term goals.

What is your final message for supply chain leaders facing ongoing geopolitical uncertainty?

Visibility, availability and flexibility are no longer buzzwords. They are the difference between delivering innovation or facing a shutdown. The current geopolitical instability is not just a passing storm—it's the new climate. It's not just about buffer inventory or supplier audits but about building smart systems and empowering our workforce. For global manufacturers, distributors and logistics leaders, now is NOT the time to play defence. It's time to become architects of your #UnshakenSupplyChains.

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