Top 15 Supply Chain Leaders in Home & Decor Brands in India 2026

Deshant Jain – Senior Vice President, Supply Chain, Wakefit

"Revolutionizing Mattress Logistics: Scaling Operations to Meet Quick-Commerce Expectations."

Wakefit is often seen as a “mattress brand”, but operationally it behaves like a full-stack home solutions company. Senior Vice President of Supply Chain, Deshant Jain, oversees much of that complexity. With over 15 years of experience in e-commerce logistics and network strategy at Udaan and Flipkart, he is comfortable in high-growth, high-variance environments. At Wakefit, he leads a 1,500+ strong team and is responsible for scaling operations while minimising loss of service or cost.

His background in building B2B and B2C supply chains can be seen in Wakefit’s model: owned and partner warehouses, assembly capabilities, middle-mile optimisation, and a constant effort to push delivery times down for bulky products. Jain is part of a broader shift in home and décor – a segment that has stopped thinking of itself as “slow-moving furniture”. It is instead borrowing playbooks from marketplaces and quick commerce to reset customer expectations.

Alok Varman – Head of Supply Chain, Pepperfry

"Building Infrastructure for the Future: Perfecting the End-to-End Home Furniture Experience."

Pepperfry has spent more than a decade establishing themselves as the platform to buy big-ticket furniture online. Supply chain has always been at the centre of that establishment, and Head of Supply Chain, Alok Varman, has been around for most of that journey as a founding leader. After building Pepcart – the in-house logistics arm – and later running operations for Isho.com, he returns with a remit that spans storage, transportation, and assembly for an omni-channel business.

Varman’s experience across retail, e-commerce, and B2B/B2C wholesale has shaped Pepperfry’s logistics approach: own capacity where it matters, partner where it makes sense, and make tech and people work together. As the brand grows its network of studios and experience centres, his decisions determine how “one Pepperfry” feels to a customer browsing online in one city and assembling a sofa in another. In many ways, he embodies the category’s move from experiment to infrastructure.

Yogesh Sumrao – Supply Chain & Logistics Leader, IKEA India

"Driving Sustainability with Precision: Redefining Supply Chain Excellence for a Greener Future."

For a brand like IKEA, the supply chain is the product. Flat packs, sustainable sourcing, and big blue boxes only work if the network runs with precision. With 15+ years of experience leading end-to-end operations across retail, pharma, FMCG, and manufacturing, Yogesh Sumrao brings a broad lens to IKEA’s India business. His responsibilities have included supply chain operations for a multi-hundred-million-euro portfolio, managing strategic suppliers, and driving logistics initiatives that cut both cost and emissions.

Sumrao’s work reflects some of the biggest global trends now hitting Indian home and décor: decarbonisation of logistics, more rigorous supplier management, and the use of automation and analytics to keep a sprawling system nimble. The interesting thing is how ordinary the outcomes are meant to feel – a customer just sees an item in stock and a reasonable delivery slot. The sophistication sits under the surface. 

Lavaish Agarwal – Head of Supply Chain, Raymond Home

"Blending Legacy with Modern Speed: Revamping Supply Chains for a Faster, Transparent Future."

Raymond Home sits inside a group that understands textiles end-to-end. As Head of Supply Chain, Lavaish Agarwal operates at the intersection of that legacy and the demands of modern retail. With decades of experience in change management, process improvement, procurement, and team leadership, he is tasked with tightening the loop from fabric sourcing to finished home products.

Raymond has been investing in digital tools and more integrated planning to revamp its supply chain. Agarwal’s role includes aligning these initiatives with everyday realities, such as vendor reliability, inventory turns, and store-level availability. The underlying trend here is clear: even established, vertically integrated players are re-architecting their systems to be faster and more transparent, because customers the no longer willing to wait for a “season” to change their homes.

Krishna Murthy S – Head of Supply Chain Management, Kurl-On

"Simplifying Complexity: Modernizing Legacy Networks for Better Coordination and Forecasting."

Kurl-On has been part of Indian bedrooms for decades, which sometimes hides how complex its operational challenges are: bulky products, dispersed retail, and historically patchy forecasting. As Head of Supply Chain Management, Krishna Murthy is working on cleaning up that complexity. With experience across lighting, consumer products, and garments, he brings a cross-sector view to the brand’s network.

Industry advice to Kurl-On has focused on improving demand forecasting, segmenting inventory, and leveraging IT to enhance coordination between teams. Murthy’s job is to turn that into lived practice: crisper categorisation, tighter control on stock-outs and overstock, and smoother flow between manufacturing, distributors, and retailers. It mirrors a bigger trend in home and comfort products – legacy networks being modernised piece by piece rather than replaced overnight.

Mahir Arora – Head of Supply Chain, The Sleep Company

"Scaling Comfort with Speed: Leading the Charge in Digital-First Mattress Logistics."

The Sleep Company is part of a new wave of challenger brands in mattresses and comfort solutions. It runs on very different assumptions than traditional players: direct-to-consumer first, content-led demand, and aggressive service commitments. Head of Supply Chain, Mahir Arora, has over 17 years of experience in last-mile operations, warehousing, and city expansion at firms like Furlenco and HomeLane, and has already proved he can scale networks from a handful of cities to a national footprint. 

At The Sleep Company, he is responsible for setting up and optimising warehouses, managing 3PLs, and balancing costs while meeting the expectation of “fast plus careful” deliveries for large items. He also engages with the broader industry as a speaker, which gives him a wide-angle view of where durable goods logistics are heading. The signal from his journey is simple: in home and décor, the bar for delivery experience is now being set by digital-first brands, not just legacy names.

Aviral Arya – General Manager, Supply Chain, Wooden Street

"Turning Customization into Efficiency: Building a Data-Driven Approach to Made-to-Order Furniture."

Wooden Street has built its brand around customisable, solid-wood furniture and a mix of online and offline presence. That promise rests on an operational model that is more involved than standard boxed furniture. As the General Manager – Supply Chain, Aviral Arya uses a data-heavy, analytical approach to keep that model under control. He works with in-house manufacturing in Jodhpur, a network of warehouses, and over a hundred experience stores serving 300+ cities.

Arya’s focus is on identifying inefficiencies, tightening lead times, and pushing collaboration across teams. The trend he represents in home and décor is subtle but important: supply chain leaders who speak the language of unit economics and analytics as comfortably as they talk about trucks and racks. That blend is what allows brands like Wooden Street to offer made-to-order experiences at scale without drifting into chaos.

Siddhesh Tiwari – Assistant General Manager & Supply Chain Lead, Hindware Home Innovation

"Tech-Enabled Transformation: Optimizing Supply Chains in the Building and Home Innovation Space."

Hindware’s world looks very different from a pure-play décor brand (it sells sanitaryware, pipes, kitchen appliances, and building products), but the implications for the home are just as real. As Assistant General Manager and Supply Chain Lead, Siddhesh Tiwari manages purchasing, warehousing, and logistics for a footprint spanning 20+ lakh square feet of warehouse space.

His current projects include implementing WMS and TMS systems, consolidating business lines to realise synergies, and running network optimisation exercises using Six Sigma tools. The direction is clear: a more integrated, tech-enabled supply chain that can handle both project-based demand and retail replenishment. For the wider home category, Hindware’s journey is a reminder that “home upgrade” decisions often start in plumbing and hardware, and those supply chains are undergoing their own quiet transformation.

Akshay Arya – General Manager, Operations, D’Decor Home Fabrics

"Synchronizing Design and Logistics: Delivering Custom Home Décor with Precision and Sustainability."

Behind D’Decor’s glossy catalogues and showrooms sits a deeply industrial operation. General Manager of Operations, Akshay Arya, is responsible for ensuring that operations run smoothly across national distribution and international movement of fabric. The role covers robotic warehousing, make-to-measure production, and the growing verticals of customised blinds and curtains.

Arya’s remit includes resource planning, production workflows, quality alignment, costing for project and custom orders, and digital transformation through ERP and automation tools. Sustainability, from reduced plastic use to circular packaging, is built into the brief rather than added on later. In his world, “home décor” means synchronising design, production, and logistics in near real time – an increasingly common expectation as consumers get used to customised products without luxury-level waiting periods.

Arun Kumar Panigrahi – Head of Supply Chain, Nicobar

"Global Craft, Local Delivery: Connecting Design, Sourcing, and Sustainability Across Borders."

Nicobar operates somewhere between a lifestyle brand and a design studio, with homeware sitting alongside apparel and travel. As Head of Supply Chain, Arun Kumar Panigrahi has to support that model with a network spanning local stores, e-commerce, and sourcing from multiple countries, including Vietnam, Japan, and Indonesia.

His work involves keeping global sourcing, domestic warehousing, and multi-country exports connected, without losing sight of the brand’s aesthetic and quality standards. The trend he represents is the “borderless” home brand: designed in India, influenced by global craft, and shipped to customers in Singapore or the United States with the same expectations around delivery tracking and returns as any mainstream e-commerce purchase.

Bhushan Kumar – Head of Supply Chain Management, Spa Division, Good Earth

"Crafting Luxury with Purpose: Building Ethical and Efficient Supply Chains for High-End Home Goods."

Good Earth’s spa division operates in a niche – high-end, design-led home and personal products that lean heavily on storytelling and craft. Head of Supply Chain Management, Bhushan Kumar, supports that niche with an operation that has to be both reliable and sensitive to smaller, curated runs. His background in retail and lifestyle brands gives him a feel for both store needs and backend constraints.

Good Earth’s broader supply chain is built around ethical sourcing and preservation of traditional crafts. Kumar’s task is to make sure that commitment shows up operationally: reasonable lead times for artisanal products, inventory positions that respect craft cycles, and logistics that support both physical retail and direct sales. The choices he makes are part of a wider shift where “luxury home” is defined as much by process and provenance as by price.

Sahil Kapoor – Head of Operations, Vaaree

"Designing Operations for Speed: Adapting Quick-Commerce Tactics to Home Décor Logistics."

Vaaree is a young, design-oriented home brand that operates with a marketplace and retail mindset. Head of Operations, Sahil Kapoor, brings in experience from scaling operations at Blinkit, PharmEasy, Udaan, and Ascent Wellness. That background means he is used to building city-level operations, onboarding and managing vendors, and tuning procurement so that stock is available before demand spikes, not after.

At Vaaree, his work is less about heavy hierarchy and more about ground design – how orders flow, how warehouses are set up, how marketing-led spikes are absorbed without breaking service levels. The broader pattern he represents is the entry of quick-commerce and pharma ops talent into home and décor. As a result, younger brands in this category are skipping a few stages of evolution on the operations side.

Anubhuti Agrawal – Operations & Supply Chain Specialist, Urban Ladder

 "Integrating Strategy and Execution: Bridging Offline and Online Supply Chains for Seamless Customer Experience."

Urban Ladder has moved from being a pure-play online furniture brand to a part of Reliance Retail’s portfolio, with a growing offline footprint. Operations and Supply Chain Specialist Anubhuti Agrawal works within that transition. With experience across logistics, fulfilment, and process improvement, she focuses on cost-effective operations and reliable, fast execution.

Urban Ladder’s integrated supply chain model – close manufacturer partnerships, controlled quality, and last-mile delivery and installation – now works with a much larger distribution system. Agrawal’s day-to-day work ensures that this integration can be reliably executed and systematised. She represents a wider group of mid-level leaders who translate big strategic moves (like acquisitions) into small, practical process changes that customers actually feel.

Saurabh Subham – General Manager, Sales Operations, House This

"Connecting Sales with Seamless Delivery: Enabling Coordinated Décor Through Smart Operations."

House This is a soft furnishings brand focused on merging traditional and modern aesthetics, that talks openly about function, simplicity, and the impact on the lives of customers and craftsmen. While his title is General Manager of Sales Operations, much of what Saurabh Subham does is tightly linked to supply chain: coordinating demand, aligning product flows with customer needs, and ensuring that the brand’s promise of coordinated décor does not fall apart at the delivery stage.

In many home and décor businesses of this size, sales operations are effectively the hinge between merchandising, production, and logistics. Subham’s work illustrates a structural reality in the category – job titles may not always say “supply chain”, but the skills required can be increasingly similar: comfort with data, willingness to get into operational detail, and the ability to keep customer experience and cost in the same frame.

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What these home & décor networks are quietly telling us

Look across these careers, and a pattern emerges. Home and décor supply chains are no longer slow, once-a-year projects. They are living systems that respond to campaigns, content, quick commerce expectations, and sustainability targets at the same time. Leaders at the top are worrying about network design, emissions, and capital efficiency; managers closer to the floor are solving for lead times, failed deliveries, and installation quality.

For brands, the next edge will not come from a new fabric or a trending colour story alone. It will come from whether they can promise a date, keep it, and still run a profitable, responsible operation underneath. The people in this list are the ones doing that quiet work. Their perspectives on what comes next (when you do add their quotes) will say a lot about how “home” will be built and delivered in the years ahead.

Disclaimer:

This list was created through an independent editorial process aimed at highlighting the supply chain leaders driving transformation in the home and décor industry in 2025. The evaluation considered factors such as operational excellence, innovative contributions to network design and sustainability, leadership in meeting consumer expectations, and influence in integrating technology with traditional practices. This compilation is intended to serve as an illustrative overview and is not a ranking. All insights are based on publicly available data and industry knowledge at the time of publication. No commercial partnerships or endorsements have influenced the selection.