Q&A: The Jugaad Mindset Fuelling Apollo Tyres' Supply Chain

Parmeshwaran Iyer is Chief Supply Chain Officer at Apollo Tyres, overseeing end-to-end supply chain operations from demand forecasting to production and logistics.

He joined Apollo Tyres in 2025, drawn by its innovative approach, 'One Family' culture and commitment to positive impact, marking a return to his roots in India.

Beginning his career in the mid-1990s as a supply chain trainee, Parmeshwaran has worked across oil and gas, med-tech and consumer goods sectors, with roles in Mumbai, Hamburg, Moscow and Dubai.

Prior to Apollo, he was Global Vice President, Digital Supply Chain at Beiersdorf AG, leading transformational digital initiatives worldwide.

Here, Parmeshwaran discusses the impact of 'Jugaad' thinking on supply chain operations. 

For those who don't know, please could you explain what the Jugaad mindset is and why it's important to supply chain operations?

“Jugaad” is a Hindi word that, like many others, doesn’t fully translate into English, but it can be considered an ingenious fix. It’s a mindset many of us in India grow up with, particularly the idea that when you don’t have the perfect tools or conditions, you adapt and find a way forward anyway.

The Jugaad mindset refers to a distinctly Indian approach to problem-solving that emphasises frugality, ingenuity, flexibility, resourcefulness and improvisation under constraints. At its core, Jugaad means "an innovative fix" or "a clever workaround", often using limited resources and creative thinking. It’s about getting things done despite limitations, rather than waiting for perfect conditions.

In the supply-chain sector, that kind of flexibility can be invaluable, especially given today’s unpredictable landscape, caused by geopolitical factors like tariffs and conflict. Of course, this needs to be balanced. Supply chains rely on structure, process and discipline.

However, I’ve always believed in a bit of improvisation - 20% Jugaad can go a long way. It’s about knowing when to allow for creative problem-solving within the broader framework, so you stay agile without compromising on control.

Can you share specific examples where Jugaad thinking led to innovative solutions within Apollo Tyres’ codified systems, without creating chaos?

At Apollo Tyres, we have multiple philosophies working in tandem that drive our supply chain management. There is Kaizen, or the act of continuous improvement; lean thinking that leads to streamlining processes; and Jugaad, which is more about creative improvisation.

For example, local teams might identify patterns in delivery delays and suggest small, structured changes to improve flow. That is Kaizen in action. Lean thinking helps us assess whether those changes improve efficiencies or eliminate waste.

However, when a disruption occurs, such as a port closure or supplier delay, we sometimes need to adapt faster than our systems were originally designed for. That is where Jugaad plays a role. It is not about breaking the system. It is about using lateral thinking and limited resources to keep things moving, while still staying aligned to the process. That kind of agility, practised within a codified structure, is how we avoid chaos and stay responsive.

An example of it in action: our regional transport supervisors created informal WhatsApp groups with drivers to track issues live. This Jugaad thinking, using existing, accessible tools for real-time updates, eventually led to the development of a lightweight mobile logistics app. The app integrated GPS, delivery proof and communication, while retaining the simplicity and immediacy of WhatsApp. The result was faster issue resolution and better tracking, without full dependence on desktop systems.

What are some practical ways Apollo Tyres has responded to supply chain shocks – such as pandemic backlogs, shipping delays or geopolitical trade disruptions – using Jugaad-inspired agility? 

You can see this agility in practice through our diversified manufacturing footprint. With five plants across India and two more in Europe, in the Netherlands and Hungary, Apollo ensures that if one region faces disruption, such as a lockdown or port closure, another can step in. For example, during periods of shipping congestion from India, capacity at our European plants was flexed to meet demand.

But beyond plant location, it’s our mindset that makes the difference. While our systems are strategic and codified, our ability to reconfigure quickly when conditions shift reflects a Jugaad-inspired approach using what’s available, solving problems quickly and doing so without breaking structure.

What advice would you give to global companies seeking to integrate the strengths of both Western and Eastern approaches in their supply chains?

From my own experience, there is real value in combining perceived Western and Eastern ways of working. I spent time in Germany, where I saw how powerful structured systems can be. That includes governance, predictability and robust processes. Coming from India, I’ve also seen how much can be achieved through Jugaad. It is about lateral thinking, creative problem solving and finding solutions with limited resources.

To bring those two ways of thinking together, you need more than just process design. Give teams a strong foundation to work from, but also the space to act quickly and adapt when any unplanned circumstances arise. In my experience, that kind of empowerment creates supply chain teams that are both disciplined and agile.

I would also encourage global companies not to treat structure and flexibility as opposites. It is possible to design systems that are both rigorous and responsive.

Looking to the future, how do you think supply chain management will evolve in the next five to 10 years?

The world is becoming increasingly complex and unpredictable, and resilience will matter more than ever. Within supply chains, that means building systems that are efficient and adaptable. Of course, digitalisation plays a big role in enabling responsiveness.

Sustainability will also move to the centre of supply chain thinking. The pressure to reduce environmental impact, whether from regulators, customers or investors, is only going to increase.

In all this, I think it’s easy to overlook the human side. You can have the best digital tools and processes, but it’s people who drive decisions. Culture matters. If you want a supply chain that’s resilient, sustainable and fast, you need to invest in the talent behind it.