Supply Chain Fundamental Rethinking

Amul is an exemplary example of a Milk business portfolio. The characteristic of that Supply Chain is predominantly standardized products, variety to a limited extent and more importantly, customers not being demanding about a personalized experience from the product consumption. Supply Chain is tuned to being a Push Supply Chain.   A Push Supply Chain Strategy is characterized by standardized SKUs made available in anticipation of demand. The strategy is deployed when the total lead time of Supply Chain is longer than the wait time available with the customer. Amul launched Pizza close to two decades back. Probably the total number of cities where Amul launched Amul Pizza (as a pilot) may have exceeded the total number of operational outlets that closest competitor may have had across the country.This was the scale of launch. Since then Pizza business has come to along way in India.  I have met so many people whom I ask this question - Do you know Amul sells Pizza? And overwhelming

"The felt need" of Supply Chain agility has been much lesser than "the perceived need of agility". Covid-19 is a black swan event which has provided the context for "perceived need to meet the felt need". Indigenous Supply Chains have done a fantastic job with that.   My research (from the published data) gives a soothing perspective that Indigenous Supply Chains have exhibited agility of great sorts. I appreciate the Supply Chain agility on the below parameters, a. Capacity alterations - Indian Supply Chains have shifted the existing production line to produce a completely different product. e.g. In case of India's largest FMCG company, the plant which used to produce "Perfumes" before Covid-19, has transformed itself into producing "Hand Sanitizers". Assuming that flexibility in production technology being the basis for the shift also needs to be viewed in the context on the Supply side of the Supply Chain being able to "fee