viders in the world , James believes that the future of PLI will consist of supplier relationships that are no longer defined by sale and purchase , but relationships that are much more collaborative .
“ We ’ re looking beyond the bases of traditional relationships ,” he says and are looking at areas for mutually beneficial collaborations that need not necessarily be centred around raw material or service .
As with any journey or any transformation , there is a goal . For PLI , it is to grow and become among the Tier Two lubricants player globally . James admits that transforming the supply chain is only one of many pathways towards achieving this and that the company must also do more to get to where it wants to be .
This is where the idea of thinking differently comes into play – not only is the company approaching the very nature of supply chain differently , it is asking its suppliers and even its internal staff to look at supply chain in a newer and different dimension .
This , James feels , is the only way in which the company can truly grow and prosper . “ Changing the supply chain wasn ’ t enough ,” he says . “ It ’ s about challenging the status quo and drive innovation . And in so doing , changing how others , such as suppliers , customers and the like , see us .”
This change starts internally . James
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