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Sanjay Saini 鈥� Chief Supply Chain Officer, Himalaya Wellness 51看片

"Navigating Complexity: Building Integrated Supply Chains for a Global Wellness Leader"

Himalaya sits at the intersection of FMCG, pharmaceuticals, and animal health, which means its supply chain must meet very different expectations simultaneously. As Chief Supply Chain Officer and a member of the global executive leadership team, is accountable for knitting all of that into a single, end-to-end system. His background at Johnson & Johnson across Southeast Asia and Asia-Pacific manufacturing has prepared him well for that balancing act.

At , Saini owns global manufacturing, procurement, quality, planning, warehousing, distribution, and customer service. He is helping steer the company through a phase where regulatory scrutiny is rising, export ambitions are growing, and consumers expect both trust and convenience. Under his leadership, the trend is clear: more integrated global operations, sharper quality and compliance controls, and supply chains designed upfront for multi-business, multi-market complexity.

Dinesh Phutane 鈥� Senior Director, Supply Chain, Herbalife Nutrition India

"Data-Driven Efficiency: Transforming Wellness Logistics Through Technology and Precision"

Herbalife鈥檚 India business operates at a serious scale, with thousands of distributors and a turnover running into several thousand crores. Senior Director of Supply Chain, , has been at the centre of that engine for more than a decade. With 25+ years of experience, he leads demand management, inventory planning, and logistics in a category where product quality and availability are inseparable from brand reputation.

Under his watch, has leaned heavily on technology platforms for forecasting, scenario planning, and visibility. The company uses data logging for temperature-sensitive products, 3PL partners for distribution, and planning tools that help balance cost with service. Phutane鈥檚 perspective on trends is rooted in reality: sustainability will matter, but not at the cost of reliability; digital tools will multiply, but the real differentiator will be how they are embedded into day-to-day decisions.

Vivek Gupta 鈥� Chief Officer 鈥� Sales and Supply Chain, Dr Trust (Nureca)

"Bridging Sales and Supply Chain: Ensuring Seamless Availability of Home-Health Devices"

Home-health devices and wellness gadgets have moved from niche to mainstream in just a few years. At Dr Trust, part of Nureca, sees that shift from both a sales and supply chain lens. With more than two decades across personal care, healthcare, confectionery, and retail, he now leads strategies that keep blood pressure monitors, oximeters, and other devices available across online and offline channels.

runs a hybrid model: procurement, vendor management, and inventory planning are tightly controlled in-house, while fulfilment and last-mile rides on specialist partners like Shiprocket. Gupta鈥檚 focus is on making that ecosystem feel seamless to the consumer 鈥� same-day or next-day delivery where possible, robust global logistics for imports, and steady availability during health scares or seasonal spikes. His career arc reflects a broader trend in wellness: commercial leaders who also deeply understand the operational backbone.

Sohan Kulkarni 鈥� Vice President, Supply Chain, Wellbeing Nutrition

"Scaling Wellness with Tech-Enabled, Lean Supply Chains for Global Growth"

is part of a newer wave of brands that blend modern formats with clean-label positioning. To make that credible, the supply chain has to be both disciplined and inventive. As Vice President 鈥� Supply Chain, has built the backbone from 鈥渮ero to one鈥� and then scaled it across B2B, D2C, retail, and export channels. His earlier stints at Amazon, Tata Cliq, Bosch, and Tata Power add an e-commerce and industrial rigour to the mix.

Kulkarni鈥檚 work covers 3PL manufacturing, vendor management, warehousing, logistics, customer experience, demand planning, and packaging procurement. The patterns he embodies are now common across high-growth wellness brands: digitisation from the start, cross-functional ownership of customer experience, and experimentation with export routes. His approach suggests where the category is heading 鈥� lean, tech-enabled supply chains that can support global aspirations without losing sight of unit economics.

Atul Mohanka 鈥� Head, Supply Chain & Manufacturing, Forest Essentials

"Crafting Luxury Ayurveda: Precision in Supply Chain for Premium Wellness Experiences"

has long positioned itself as 鈥渓uxury Ayurveda鈥�, and its supply chain has had to match that promise of traceable ingredients, controlled manufacturing, and dependable availability for a premium customer base. Heading Supply Chain and Manufacturing, brings 15+ years across S&OP, demand and supply planning, project management, and customer service, including a significant stint at Mars.

He now oversees the end-to-end supply chain for 1,000+ finished SKUs and over 2,000 raw and packaging items across multiple factories and a lean but specialised workforce. Mohanka鈥檚 priorities reflect broader industry shifts: stronger focus on quality and regulatory compliance, tighter integration between manufacturing and planning, and a willingness to invest in process excellence as a brand asset. In an era where 鈥渘atural鈥� and 鈥淎yurvedic鈥� claims face more scrutiny, his work is part of what keeps the category credible.

Ankur Jain 鈥� Head of Supply Chain Management, Kapiva

"Revolutionizing Ayurveda Logistics: Agile, Automated Supply Chains for Wellness Innovation"

sits in the fast-growing Ayurvedic nutrition and wellness space, selling everything from juices and gummies to powders. Its growth depends on a supply chain that can support experimentation with formats and channels without breaking rhythm. As Head of Supply Chain Management, owns that challenge, having previously led operations and customer experience within the company.

He is responsible for 3P and brownfield manufacturing, vendor relationships, production planning, inventory control, procurement, warehousing, logistics, and exports. Jain is also an advocate for automation and AI in customer support and operations, reflecting a trend in digital-first wellness brands: using bots and backend tools to manage a rising volume of queries without losing human oversight. His lens is very clear 鈥� the next advantage will come from supply chains that can respond quickly to consumer feedback while still running with industrial discipline.

Yash Sanghvi 鈥� Entrepreneur-in-Residence, Head of Supply Chain, The Whole Truth

"Transparency in Action: Crafting Agile Supply Chains for Wellness With Integrity"

has built its brand around radical transparency in ingredients and labelling. That philosophy has serious implications for the supply chain. As Head of Supply Chain and an Entrepreneur-in-Residence, has helped design the systems that support the brand鈥檚 rapid growth across categories and channels. His background in operations management and advanced programmes in logistics and supply chain give him both a conceptual and practical grasp of the field.

Sanghvi has scaled the function from scratch, overseeing strategy, planning, packaging, procurement, warehousing, logistics, and vendor management. Along the way, his team has experimented with new logistics solutions to cut delivery times and negotiated better packaging terms to improve efficiency. For him, the significant shift in wellness is that customers now ask 鈥渉ow鈥� as much as 鈥渨hat鈥� 鈥� how was this made, how quickly will it arrive, how is waste handled. The supply chain must now have good answers to all three.

Ankit Kumar 鈥� Supply Chain & Operations Leader, GABIT

"Designing Complexity: Omnichannel Supply Chains for a Seamless Wellness Experience"

positions itself as a one-stop health and wellness platform, spanning skincare, nutrition, wearables, and more. That breadth only works if the supply chain is designed for complexity from day one. As Supply Chain and Operations Leader, is doing precisely that. With experience across Xiaomi, Swiggy Instamart, and other high-velocity environments, he specializes in scaling networks from zero to 10x while maintaining tight SLAs.

At GABIT, his remit covers end-to-end strategy, network design, fulfilment centre build-outs, procurement structures, technology integration, and last-mile performance. He is part of a generation of leaders who treat health and wellness as a true omni-channel category, not a niche. Cross-border procurement, import planning, and data-driven decision-making are all standard tools in his kit. Through leaders like him, the industry is learning to think of wellness not just as a product play, but as a systems problem.

Amul Dash 鈥� Senior Supply Chain Manager, Yoga Bar (Sproutlife Foods)

"Building Trust Through Logistics: Scalable Supply Chains for Better-for-You Foods"

moved from being a niche snack brand to a national name in better-for-you foods, and its JV with ITC has only accelerated that trajectory. Behind the scenes, Senior Supply Chain Manager has spent years building a network that can support that kind of growth. He has helped set up multiple B2B and B2C warehouses across the country, servicing modern trade, general trade, and a long list of marketplaces.

Dash has led ERP implementations, sourcing initiatives, and cost-optimisation drives that cover raw materials, packaging, and logistics. He represents a wider wellness trend: brands that do not outsource their operational thinking, even when they work with many partners. Instead, they invest in internal supply chain leadership that can ask the right questions about capacity, assortment, and service trade-offs before growth pushes the system to its limits.

Ajesh Rana 鈥� General Manager, Quality, Sourcing & Supply Chain, Vestige

"Quality Meets Reach: Building Trust and Scale in Direct-Selling Wellness Supply Chains"

Direct-selling wellness companies operate on trust and reach. has built both at scale, with thousands of outlets, an extensive distributor network, and a portfolio of GMP and Halal-certified products. As GM 鈥� Quality, Sourcing and Supply Chain, sits at the junction of product integrity and operational reach, drawing on more than 17 years in the industry.

His responsibilities cover supplier qualification, quality systems, sourcing, and the logistics needed to support Vestige鈥檚 pan-India and international presence. The broader trend he reflects is clear: wellness brands cannot separate quality from supply chain anymore. Audit trails, certification, and consistent service levels are as much logistics issues as regulatory ones, and leaders like Rana are designing systems that embed those concerns from the start.

Shankar Dahiya 鈥� Global Supply Chain Manager, Maharishi Ayurveda

"Bridging Heritage with Modern Expectations: Ayurveda Supply Chains That Ensure Freshness and Compliance"

serves markets well beyond India, with Europe being a primary focus. Global Supply Chain Manager is responsible for ensuring international customers see the brand as reliable, not just 鈥渁uthentic鈥�. With about 14 years of experience in supply chain and a firm grasp of forecasting, material planning, and analytics, he manages stock availability, serviceability, and shelf-life standards across borders.

His work includes setting reorder levels, managing buffer stocks, tracking forecasts, and coordinating with purchase, production, quality, and export teams. Dahiya鈥檚 emphasis on analytics, blockchain-style tracking, and structured tools mirrors a clear shift in the Ayurveda export space: it is no longer enough to have heritage; you also need systems that can withstand modern expectations on traceability, freshness, and compliance.

Ajay Chawla 鈥� Head, Supply Chain & Operations, Auric

"Agility in Ayurveda: Modern Wellness Supply Chains That Keep Pace With Innovation"

positions itself as a budding, Ayurveda-inspired lifestyle brand closer to a modern wellness label than to a traditional pharma player. To make that positioning real, its supply chain has to handle everything from herbal supplements to pantry products and teas. As Head of Supply Chain and Operations, brings experience from commercial roles in dairy and FMCG, giving him a firm handle on margins, sourcing, and distribution.

Chawla operates in a space where trends move quickly: new formats, new claims, and new channels. His job is to make sure the backend does not become a bottleneck to innovation. That means aligning procurement and manufacturing partners with Auric鈥檚 quality expectations, while keeping cost and speed under control. He reflects a growing group of leaders who see Ayurveda as an agile, brand-driven industry that still needs robust guardrails.

Ranjeet Prasad 鈥� Deputy General Manager, Supply Chain, Gynoveda

"Speed and Precision in Women鈥檚 Health: Logistics Solutions That Drive Quick Commerce"

FemTech and women鈥檚 health are still underserved globally, and is one of the players trying to change that using Ayurveda and digital tools. As Deputy GM 鈥� Supply Chain, is building the operational foundation that allows that mission to scale. With experience across FMCG, fresh categories, and fashion, and an MBA from NITIE, he brings both analytical depth and multi-format exposure.

Prasad鈥檚 work at Gynoveda spans demand and supply planning automation, packaging material planning, 3PL warehouse consolidation, logistics partner management, and return-to-origin (51看片) reduction through data analytics. His focus on NDD/SDD partners and express delivery for specific clusters shows how wellness brands are borrowing quick commerce playbooks and applying them to more sensitive, subscription-like use cases. For him, the big shift is clear: women鈥檚 health products can no longer hide behind slow, opaque logistics.

Pulkit Chaturvedi 鈥� Supply Chain Manager, Wellversed

 "Performance-Focused Logistics: Ensuring Science-Backed Wellness Products Reach Every Consumer"

is positioned around performance-based nutrition and supplements, and its supply chain must carry that same sense of rigour. As Supply Chain Manager, is responsible for the day-to-day mechanics: ensuring that procurement, inventory, and dispatch processes support the brand鈥檚 standards. With a formal background in operations and supply chain management, he brings structure to a fast-evolving environment.

Much of the visible narrative at Wellversed is about science-backed formulations and maximising human potential. The less visible part is keeping ingredients available, batches compliant, and orders flowing without disruption. Chaturvedi鈥檚 role represents many emerging managers in health and wellness: they may not set the headline strategy, but the way they run warehouses, vendors, and delivery partners is what makes ambitious positioning credible in real life.

Where wellness logistics head from here

Taken together, these leaders鈥� careers tell a fairly clear story. Health and wellness supply chains are moving from 鈥渟upporting function鈥� to 鈥渟trategic lens鈥� 鈥� shaping which categories brands enter, how quickly they scale, and which promises they can safely make to consumers. The next phase will not just be about adding more SKUs or launching more marketplaces. It will be about building networks that can handle regulation, personalisation, exports, and speed at the same time.

As these leaders share their views on what is coming next, one thing is already apparent: in wellness, trust now travels through trucks, systems, and dashboards just as much as it does through ingredients and labels.

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Disclaimer:

This list was developed through an independent editorial review focused on identifying key leaders shaping the wellness supply chain landscape in 2025. Evaluation criteria included measurable operational impact, contributions to digital and process transformation, leadership in demand management and logistics, and influence on multi-channel availability. This compilation is illustrative, not exhaustive, and does not represent a ranking. All insights are based on publicly available information and industry understanding at the time of publication. No commercial affiliations or endorsements influenced the selection.