The Future of Supply Chain Planning with Nitesh Chaudhary

As Director of Innovation, Supply Chain & Technology at Jaipur Living, Nitesh Chaudhary leads operations at the helm of the world’s largest handmade rug producer.

From yarn sourcing to global delivery, Jaipur Living manages nearly every stage of its process, powered by a network of 40,000 artisans across more than 600 Indian villages. Based in Atlanta, the family-run business has grown from its founder’s vision into a major supplier for US retailers including Crate & Barrel and RH.

Nitesh now focuses on adapting this expansive and deeply traditional model to meet the demands of a rapidly changing global supply chain landscape. Here, he shares his views on how supply chain planning must evolve, not just to manage disruption, but to build agility, improve collaboration and ensure sustainability. 

What are the biggest trends currently shaping the future of supply chain planning?

If we look at the Industrial Revolution, the scale of production exponentially increased and introduced mass production and a "one size fits all" approach. Supply chain planning was simplified due to the consistent nature of mass-produced goods.

In recent times, we see customers demanding more personalised products. This trend creates a need to merge the best of both worlds — customisation with efficiency. We are scaling our custom business to allow customers to design rugs, choose colours and specify sizes.

With personalisation, the number of raw materials and process components increases. As a result, the number of SKUs a planner needs to manage also rises, adding to the complexity.

Another example is the automotive industry. Manufacturers are increasingly providing greater opportunities for personalisation when customers place orders for production vehicles. This trend is expected to continue, with nearly all touchpoints within a vehicle offering more options for customisation.

Although this development is favourable for consumers, it presents substantial challenges for supply chain planners, who must engage in significantly more detailed planning.

What have recent global disruptions taught us about building more resilient supply chains?

The most important learning for us has been the value of our supplier network — from raw material vendors to logistics partners.

During COVID-19, the demand for home decor skyrocketed as consumers spent more time at home. In the last two years, consumer demand has normalised again. We then faced Red Sea attacks, port strikes and tariff issues. There hasn’t been a dull moment in the supply chain, to say the least.

The relationships we've built provide a strong foundation to navigate turbulent times. We focus on maintaining these partnerships and understanding how disruptions affect their business, allowing us to assess risks on our end.

Why is end-to-end visibility still such a challenge and how can we overcome it?

When my father started the business 50 years ago, everything was manual. As a traditional, artisan-based industry, technology adoption was minimal.

As the business grew, we integrated vertically and faced new visibility challenges, especially while exporting globally. We implemented Microsoft ERP to improve visibility across manufacturing — from wool sourcing to final packaging.

Just to provide context, an average handmade rug takes four months, passes through more than 50 steps and travels across eight physical locations before packaging. With annual production of two million sqft, complexity is high.

One challenge that remains is logistics after packaging. Depending on the order, we use courier, air or freight — each with its own systems. Our team handles multiple platforms depending on the delivery channel. We are actively seeking partners to streamline this segment and integrate with our current systems.

How are companies balancing efficiency with the push for more sustainable supply chains?

Sustainability is no longer an afterthought — it is a present-day necessity. Consumer behaviour has shifted, with more inquiries about transparency, non-toxic materials and product lifecycle.

Our business model provides a unique example. Rugs are handwoven at weavers' homes in more than 600 Indian villages, with 80% of weavers being women. They can manage home responsibilities while earning a livelihood. This socially sustainable model is key to our growth.

Environmentally, we strive for continuous improvement — from using recycled packaging to obtaining green certifications. Sustainability is embedded in our operations.

What should companies automate in their planning processes and what should remain human-led?

Repetitive tasks should be automated. However, in our visual product category, much planning happens in front of the product. During product reviews, planners observe reactions, discussions and emotional responses — this should remain human-led.

Post-finalisation, steps like raw material planning and sales analysis can be automated.

Similarly, in our decentralised production model, we use mobile apps and Tableau for data collection. But human supervisors engage with 10,000 weavers to determine readiness for the next four-month project. It's the blend of human intuition and tech that creates real value.

Aren’t we already in the future in 2025 — or is there more to come?

With AI, machine learning and predictive analytics entering mainstream workflows, we’re certainly experiencing a version of the future today.

But I’d say we’re still in the integration phase — where the tech exists, but the challenge is aligning people, data and processes around it. The future will be less about what’s possible and more about what’s scalable, humane and resilient.

For our industry, which is very human-centric due to the handmade nature of our products, we are using technology to increase creativity, empower artisans and improve the global supply chain. Our goal is not to replace human expertise but to augment it.

We're seeing the emergence of truly interconnected ecosystems, but the journey toward seamless, predictive and fully autonomous planning is still ongoing.

What skills will the next generation of supply chain planners need to thrive? 

With the rise of software and AI, understanding technology and planning fundamentals is table stakes.

The differentiators now are soft skills: communication, collaboration, critical thinking and problem-solving. Planners must think like technologists, act like strategists and care like humanitarians.

One bold prediction about the future of supply chain planning?

Driverless trucks! I believe we're less than a decade away. When implemented, it will revolutionise domestic logistics.

Imagine a truck driving nonstop from NYC to LA with only fuel breaks. This will transform how supply chains are managed.

Parting words of wisdom

At Jaipur Living, we’ve learned that true supply chain transformation isn’t just about speed or software — it’s about values, visibility and versatility.

The supply chains of the future will be smart, yes — but more importantly, they’ll be purpose-led and people-aware.

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