SUPPLY CHAIN in the long term . Firstly , he emphasises that ‘ the cheapest cost is not the best cost ’, preferring to measure the ‘ total delivered cost ’ when choosing the right partner . Secondly , it ’ s crucial that the partner ’ s ambitions complement with those of Dabur International .
“ Their growth and your growth have to go along ,” he says . “ You cannot grow and let them not grow , or you cannot grow at the cost of their growth . That will not be sustainable .
“ At Dabur International in the last two years , we have drastically filtered our list of partners . We had been working with 200 or more suppliers , so we made a core group . In the core group , we have identified
15 or 20 who would grow with us . We have taken a challenge that in next year-and-a-half at least 15 of 20 will be growing just like us .
“ With these suppliers , we work very closely , and then we formed a ‘ we ’ kind of structure , wherein we are investing in the goals which we have for both of us . Partnerships are more about ‘ it ’ s not me , it ’ s we ’.
“ Technological transformation and the development of these partnerships are the two key things for me for the next five years .”
Dabur International is headquartered in Dubai , UAE ’
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