Top 15 Supply Chain Leaders in Clothing & Fashion Brands in India 2026

Kalyanasundaram G – Senior Vice President & Head of Supply Chain, Fashion & Lifestyle, Reliance Retail

"Mastering Speed and Efficiency for India’s Fashion Giants"

Kalyanasundaram leads the supply chain for the Fashion and Lifestyle business at Reliance Retail. It is a portfolio spanning apparel, footwear, and lifestyle formats, serving millions of customers.

With 28 years of experience across retail, telecom, and manufacturing, he specialises in end‑to‑end supply chain management and merchandise planning. His focus is on building strategic operating capabilities across retail distribution, direct‑to‑consumer fulfilment, B2B, and store operations. Under his leadership, Reliance has modernised warehousing, tightened inventory management, and rolled out omnichannel capabilities that shorten the distance between click and delivery.

His approach is straightforward: use the right network design to accelerate time-to-market, take costs out without compromising service, and build supply chains that make the overall business more competitive.

Satish Karunakaran – Director – Transformation (Supply Chain & Operations), Pepe Jeans India

"Transforming Fashion Logistics for Seamless Omnichannel Fulfillment"

For over two decades, Satish Karunakaran has been a reference point for supply chain leadership in fashion, apparel, retail, and FMCG. Now as Director of Transformation at Pepe Jeans India, he applies that experience to re‑shaping how the brand plans, sources, and serves customers.

Armed with a management degree from XLRI Jamshedpur and an engineering background, Satish has previously led end‑to‑end supply chain strategy in India, the United States, and South Asia. His strengths lie in P&L ownership, business strategy, retail operations, and large transformation programs.

At Pepe Jeans India, he is focused on building agile, responsive supply chains that align merchandise planning with store and marketplace realities. That includes rethinking fulfilment models, tightening collaboration among design, sourcing, and logistics, and establishing governance to enable faster decision-making across the value chain.

Nitin Joshi – Chief, Supply Chain Management, Fabindia

"Balancing Craftsmanship with Operational Excellence"

Fabindia’s promise is fundamentally different from fast fashion. It works with thousands of artisans and craft clusters while serving a modern, discerning consumer. As Chief of Supply Chain Management, Nitin Joshi is responsible for making that equation work.

Across 25 years in retail, fashion, food, furniture, and electronics, Nitin has built and run supply chains for Globus, Future Group, Span, LEAP India, and now Fabindia. At Fabindia, he leads apparel sourcing, merchandising logistics, warehousing, and distribution – and also heads the personal care business.

His experience spans network and distribution centre design, multi‑city supply chains across 30+ DCs, and P&L management for large supply chain service verticals. For a brand rooted in slow crafts but competing in a fast market, his role is to keep the network efficient, predictable, and flexible enough to support both flagship stores and newer digital channels.

Anjani Verma – Head of Supply Chain (Omnichannel), Brand Experience & Inventory Operations, Myntra

"Seamlessly Connecting Fashion’s Online and Offline Worlds"

Myntra is one of India’s most demanding clothing supply chains, juggling countless brands, styles, and seasons while customers expect fast shipping and easy returns. As Head of Supply Chain (Omnichannel), Brand Experience, Inventory Operations, and EXIM, Anjani Verma is responsible for keeping that machine aligned.

Anjani’s previous stints at Snapdeal, Walmart, Amira Foods, and BOSS International were all anchored in making operations more efficient and customer‑centric. At Myntra, that translates into integrating online and offline touchpoints, optimizing imports, and making inventory more responsive to real‑time demand.

Their teams work at the intersection of customer service, brand experience, and logistics. The outcome they chase is simple but hard to deliver at scale: a shopper should feel that the brand keeps its promises, no matter which channel they use.

Raushan Rishu – Vice President, Supply Chain, Jockey India (Page Industries)

"Keeping Jockey products on the shelf and in stock through smart network optimisation and connected operations."

Innerwear and athleisure run on a very different rhythm from occasion wear. Styles must stay fresh, but availability must never be compromised. As Vice President of Supply Chain at Jockey India, Raushan Rishu handles that balancing act.

With 20 years of experience, a PGDIE from IIM Mumbai, and a background in mechanical engineering, he has led warehouse and distribution operations, plant management, and national planning roles at Johnson & Johnson and Fibcom India before joining Page Industries.

In his current role, he leads transformation projects spanning network optimisation, ERP implementation, and large team management across multiple factories and regions. His focus is on turning S&OP, demand planning, and logistics into one connected engine so that Jockey products stay in stock across multi‑brand outlets, exclusive stores, and ecommerce partners.

Strategic operators in fashion supply

Alongside the above-mentioned pioneers, this next set of leaders is redefining how fashion and lifestyle brands think about operations and P&L strategies.

Pravin Raut – COO (SCM), KALKI

"Building the Backbone of Premium Ethnic Fashion"

Brought into the premium ethnicwear brand KALKI during a period of operational stress, Pravin’s mandate is clear: rebuild order management, inventory, and warehousing to support a ₹150 crore and growing ecommerce P&L. With experience at Ergode, Mirraw, Amazon, Siemens, and L&T, he blends manufacturing discipline with marketplace speed.

His work is tightly linked to technology that focuses on strengthening systems, improving visibility, and creating a supply chain that investors can trust.

Mahadevan Pillai – VP, Operations & Ops Strategy, Snitch

"Scaling Menswear with Speed and Precision"

At fast‑growing menswear brand Snitch, Mahadevan leads the push from “busy warehouse” to “high‑throughput fulfilment engine.” He has scaled operations from 20,000 to 100,000 square feet of warehouse space, lifted processing capacity to around 40,000 units a day, and cut order processing times from roughly 14 hours to about 2 hours.

His earlier work at Dunzo, Dropezy, and other quick commerce players is evident in his approach: treat apparel fulfilment with the same urgency as grocery fulfilment.

Global retailers, local complexity

India is now a priority market for global apparel brands. That brings its own complexity – high SKU counts, fragmented retail channels, and diverse regional demand. Leaders at H&M and Uniqlo sit right in the middle of that shift.

Govind Chauhan – Head of Logistics, H&M India

"Enabling Global Fashion in India with Speed and Accuracy"

As Head of Logistics since 2014, Govind oversees the back-end operations that keep H&M’s India stores and online channels stocked. With over 20 years in logistics, warehousing, and distribution, he manages 3PL partners, pushes cost‑saving initiatives, and insists on data‑driven decision‑making.

His focus is to keep international fashion drops moving quickly through Indian warehouses without losing control of cost or service quality.

Jatin Gupta – General Manager, Supply Chain & Customer Service, Uniqlo India

"Making Uniqlo's Global Model Work in India"

Uniqlo’s SPA model relies on tight feedback loops among the store, system, and supplier. Jatin’s role is to make that loop work in India. With experience at Unilever, ProcDNA, Rajasthan Royals, and PepsiCo, and ongoing formal study in supply chain and operations, he is responsible for end‑to‑end supply chain and customer service.

That means aligning inventory plans with POS data, coordinating with partner factories, and ensuring that stores and ecommerce customers are replenished in time without overstocking slow-moving items.

Building fashion networks for scale and resilience

Some leaders on this list have spent their careers building or fixing the physical and digital networks that sit beneath brands.

Salil Gupte – Head of Logistics & SCM Projects, Bestseller India

"Optimising Logistics to Fuel Fashion Growth"

With 25+ years of warehouse management and logistics administration, Salil leads logistics and SCM projects for Bestseller’s portfolio in India. He oversees SAP EWM and SAP AWA implementations, runs time‑and‑motion studies, and benchmarks productivity across the chain. 

His remit is to ensure that logistics support brand growth, not constrain it – all while keeping a tight eye on costs and KPIs.

Birendra Jha – Head of Logistics, Arvind Fashions

"Turning Strategy into Timely Deliveries for Fashion"

At Arvind Fashions, Birendra leads logistics execution across a broader supply chain spanning multiple brands and channels. His earlier roles at Skechers, Soch, Marks & Spencer, Future Lifestyle Fashions, and others give him a nuanced view of both fashion and footwear operations. 

Today, he is responsible for turning high‑level supply chain strategy, led by the company’s senior leadership, into everyday on‑time deliveries and accurate inventory.

Abhijeet More – Head of Supply Chain Management, Being Human Clothing

"Building Operational Routines to Support Fashion’s Growth"

Abhijeet brings over 16 years of experience across supply chain, warehousing, and logistics, with a long stint at Reliance before joining Being Human. His work is heavily operations‑focused: building efficient warehouse routines, improving process compliance.

He is ensuring the network can handle the brand’s mix of retail and marketplace demand without slipping in service.

Lifestyle, beauty, and fashion collide

Fashion supply chains increasingly overlap with beauty and lifestyle categories. Leaders who understand both worlds are particularly valuable when brands expand into fashion‑adjacent segments.

Manoj Jaiswal – Chief Supply Chain Officer, Nykaa

"Sourcing Fashion, Fulfillment, and Logistics with Precision"

While Nykaa is best known for beauty, Nykaa Fashion has become a serious apparel destination. Manoj, with 25+ years in supply chain roles at Blue Dart, Ibibo, and Future Retail, has been with Nykaa since 2013 and is responsible for JIT procurement and fulfilment across online and offline businesses.

He designs digital commerce‑specific solutions for sourcing, order fulfilment, inventory management, and warehouse operations. For clothing brands listing on Nykaa Fashion, their infrastructure is a key part of how quickly and reliably their styles reach consumers.

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Where clothing supply chains go from here

Look across these 15 careers, and a few themes stand out. Clothing brands are investing heavily in:

• Omnichannel fulfilment: No one is planning for single‑channel networks anymore. Every leader here is, in some way, stitching together stores, marketplaces, brand websites, and wholesale.

• Digital and data: From SAP EWM rollouts at Bestseller to inventory visibility at Myntra and AI‑driven planning at large groups, technology has moved from a support function to a backbone.

• Network redesign: Whether it is new regional fulfilment centres, 3PL collaborations, or last‑mile partnerships inspired by quick commerce, networks are being rebuilt for speed and resilience.

• Operations as a growth lever: These leaders are not just cutting costs; they are unlocking revenue with faster store openings, better in‑stock positions, more reliable festival deliveries, and smoother returns.

For any logistics‑tech partner, this is the real opportunity. These leaders already understand the value of visibility, orchestration, and reliable carrier performance. The more their networks grow in complexity, the more they will look for partners that can simplify operations without losing nuance.

And as India’s clothing market continues to expand (from mass fashion to premium, from domestic labels to global brands), the supply chain will only move closer to the centre of the conversation. The people in this list are already there. The next phase is about who they choose to collaborate with to build what comes next.

Disclaimer:

This list was compiled through an independent editorial review aimed at highlighting the key leaders shaping India’s clothing and fashion supply chain. The evaluation criteria included operational impact, innovation in supply chain management, leadership in digital transformation, and influence on product availability and logistics efficiency. This compilation is illustrative and not exhaustive, and does not represent a ranking. All insights are based on publicly available information and industry understanding at the time of publication. No commercial affiliations or endorsements influenced the selection.