01
Margin is built in operations, not in the spreadsheet
Numbers in a model are a promise. Numbers on a P&L are a result. The gap between the two closes only on the warehouse floor, in the cab of a truck, and in the standup meeting at 7:30 a.m.
PORTFOLIO · VENU MURALI
VENU MURALI — Chief Operating Officer South, TVS Supply Chain Solutions
CURRENTLY — CHIEF OPERATING OFFICER
Chennai, India
Based in
Ross School of Business · Michigan
Education
English · Tamil · Hindi
Languages
VENU MURALI
Building India's most reliable regional supply chains.
RetailQSRCold Chain3PLE-commerceFMCG
Building resilient supply networks · Scaling operations across India · 28+ years in motion◆Building resilient supply networks · Scaling operations across India · 28+ years in motion◆Building resilient supply networks · Scaling operations across India · 28+ years in motion◆Building resilient supply networks · Scaling operations across India · 28+ years in motion◆Building resilient supply networks · Scaling operations across India · 28+ years in motion◆Building resilient supply networks · Scaling operations across India · 28+ years in motion◆
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By the numbers — FY26
₹500+ Cr
Regional P&L
South 1 — TN · KL · AP
7,000+
Workforce
Direct + indirect
30 yrs
In B2B supply chain
Since 1994
96%
CSAT held
5 years running
20+
Global accounts
Multi-country
ABOUT
An operator who thinks in decades.
“I lead the South 1 region for TVS Supply Chain Solutions, the largest revenue region in the group. Twelve people report directly. Seven thousand work in the network. Five hundred crore moves through the P&L each year.
The arc has been straight. TVS Rubber in 1994, then global accounts spanning fifteen countries, then Customer Manager, Business Head, Assistant Vice President, Deputy COO, and now COO South 1. Thirty years inside the same craft: moving things reliably, at scale, for people who cannot afford for them not to move.
Strategy and operations are not separate jobs for me. Plans only matter if the workshop runs at 7:30 a.m., the line never stops, and the CFO sleeps through the quarter. That is the work I love and the work I keep choosing.
The next decade is about making growth predictable, building leaders beneath the system, and quietly doubling the region by FY27.
PHILOSOPHY
Five things I believe after thirty years of doing it.
- 02
Predictability beats brilliance, every quarter
In B2B logistics, the customer pays for the absence of surprise. A 96% CSAT sustained for five years is worth more than a single quarter of heroics.
- 03
A 7,000-person organisation is run through twelve people
You lead the company you can see. Pick your twelve direct reports like your career depends on it, because it does. Everything else is a function of that choice.
- 04
Technology is a multiplier of discipline, not a substitute for it
A digital control tower over a broken process amplifies the breakage. Fix the process. Then digitise it. Then scale it.
- 05
The client never pays for what you do, they pay for what they stop worrying about
Sell outcomes, not activity. The CFO does not care how many trucks ran last night; she cares that the line did not stop this morning.
EXPERIENCE
One craft. Thirty years. Continuity of trust.
1994
Foundation in Operations
TVS Rubber
Started on the operating floor, learning the discipline behind manufacturing reliability, service promises and daily execution.
2006
Regional Responsibility
Hindustan Composites
Took on regional responsibility and learnt what it means to run customers, teams and commercial expectations together.
2007
Global Account Mandate
TVS Supply Chain Solutions
Entered TVS Supply Chain Solutions and began managing complex accounts where reliability mattered more than presentation.
2012
Customer Leadership
TVS Supply Chain Solutions
Moved closer to the customer, owning service consistency, issue resolution and the trust that keeps large B2B relationships steady.
2015
Business Head
TVS Supply Chain Solutions
Stepped into full business ownership, building the cadence for growth, margin discipline and accountable teams.
2020
Assistant Vice President
TVS Supply Chain Solutions
Scaled a large regional book, delivered margin improvement and built the leadership bench beneath the operating system.
2024
Deputy COO, South
TVS Supply Chain Solutions
Helped consolidate the South operating model across states, customers, teams and performance routines.
2025
Chief Operating Officer, South 1
TVS Supply Chain Solutions
Now leading a ₹500+ Cr regional P&L and 7,000+ people, with the mandate to make growth predictable and service boring in the best way.
Hover to pause
PROJECTS
Work that moved the business.
03 · Mandates
2023·Bullion & Refining
Global Gold Traceability & Integrity Framework
Multi-National Sourcing Consortium
14%
Transit Loss Reduction
Engineered a multi-national supply chain audit and digital tracking system for raw gold sourcing, ensuring 100% compliance with OECD Due Diligence standards while reducing transit shrinkage by 14%.
- Situation
- Fragmented sourcing across artisanal mines led to high risk of leakage and compliance gaps.
- Action
- Implemented a Mine-to-Market digital ledger and physical security protocols at every transfer point.
- Outcome
- Eliminated conflict gold risks and established the company as a preferred supplier for global luxury brands.
2024·Gems & Jewellery
Diamond Vertical Integration Strategy
End-to-End Luxury Supply Chain
60%
Lead Time Reduction
Orchestrated the end-to-end integration of rough stone procurement with automated cutting and polishing facilities, cutting lead times from 45 days to 18 days.
- Situation
- Disconnect between sourcing and manufacturing caused excessive inventory holding costs and missed market peaks.
- Action
- Built a unified demand-supply planning (DS&P) engine and transitioned manufacturing to a Just-in-Time (JIT) model.
- Outcome
- Doubled inventory turnover and enabled real-time response to festive season demand surges.
2022·Logistics & Supply Chain
Operational Resilience & Margin Expansion
South India Operations
₹525 Cr
Operational Savings
Turned around a declining regional P&L by identifying ₹525 Cr in operational inefficiencies through process automation and workforce optimization.
- Situation
- Stagnant revenue growth and rising overheads were eroding net margins in the southern region.
- Action
- Redesigned the entire workflow for regional distribution centers and implemented a metrics-driven performance layer.
- Outcome
- Achieved record-breaking regional margins and established a blueprint for group-wide expansion.
WRITING
Notes from inside the supply chain.
28 Jun 2026·9 min read
Supply Chain Resilience in 2025: Operations That Bend Without Breaking
Resilience is not a slogan stitched onto a strategy deck. It is a posture — built quietly over years, tested in the worst quarter, and judged by what continues to ship when the plan stops working.
Read essay23 Jun 2026·5 min read
Technology Does Not Fix Broken Operations
A control tower over a weak process only gives you a better view of the weakness. Fix the operating discipline first.
Read essay16 Jun 2026·6 min read
What a ₹500 Cr Region Teaches You About Leadership
At regional scale, leadership becomes less about speaking louder and more about building a system that tells the truth early.
Read essay7 Jun 2026·5 min read
Predictability Is the Real Product in Supply Chain
Customers do not buy trucks, warehouses or dashboards. They buy the confidence that tomorrow morning will not surprise them.
Read essayCONTACT
Always open to connect with likeminded individuals.
Board seats, operating mandates, advisory roles, or a problem worth solving, if our work overlaps, I'd like to hear from you. Send a message, write directly, or reach out on LinkedIn.