# Mayank Sharma

Mayank Sharma shares perspectives on supply chain and business operations, including how AI, global business services and more resilient supply chains can help companies adapt.

- Profile: https://b2binfluencer.marketing/creators/mayank-sharma/
- LinkedIn: https://www.linkedin.com/in/mayanksharma31
- LinkedIn followers: 8,734
- Topics: artificial-intelligence, supply-chain, agentic-commerce
- Based on 9 dated posts, latest 2026-08-31

## Summary

Mayank Sharma is most useful for strategic framing and moderation on supply chain, AI retail and operations change.

- Best for: B2B supply chain technology campaigns needing thought leadership webinars on AI-driven resilience.
- Not for: Hands-on technical workshops, code-level AI implementation, benchmarks, prototypes or detailed deployment steps.
- Check first: Confirm audience demographics, inquiry route, partnership terms and whether technical implementation content is available.

### Takeaways

- Agility equals acceleration minus friction, not simply moving faster.
- AI shopping agents make owned data a supply-chain priority for brands.
- Global supply chains are being re-engineered, not deglobalized, with resilience over cost.

## Main ideas

- **Agility comes from stripping friction out of the operating model, not from moving faster**: Mayank Sharma's central claim is that supply chain is no longer a back-office function but a genuine differentiator. Companies that gain systematically remove friction from how they operate rather than simply accelerating what they already do. That shifts attention to operating-model design: where handoffs, manual work and slow decisions sap value. The differentiator, Sharma concludes, is who removes friction fastest with the people, assets and technology they already have.
- **AI shopping agents make owned data a supply-chain priority**: Mayank Sharma treats agentic commerce as an operations and data-readiness question rather than a marketing one. As AI agents become the front door to retail and the path from trend to shelf shortens, supply chain and operations teams need curated, continuously available data to make decisions in the moment. The same applies to a brand's own material: if the content agents draw on is not the brand's, the brand loses control of the route to the shelf.
- **Ask what should never be done manually, then industrialise the rest**: Mayank Sharma's second operational priority is process design at scale: separate work that should never be manual, work that can be standardised and run at volume, and the narrower set of tasks where AI adds genuine leverage. The goal is commercial — generating demand and building desire at scale — rather than cost reduction for its own sake. This is the most concrete management argument in these posts: it offers a sequence of questions instead of a general call to adopt AI.
- **Global supply chains are being re-engineered, not deglobalised**: Mayank Sharma argues that the current restructuring is not a retreat from global sourcing but a strategic reconfiguration, with the United States and Europe taking different routes. The American route is reshoring under sovereignty agendas and industrial policy; the European route is friend-shoring, balancing geopolitical risk, energy volatility, labour constraints and regulatory complexity. Sharma's conclusion is a hybrid, risk-aware model in which resilience outweighs pure cost optimisation. The winners will design supply chains that can flex, respond and endure rather than simply locate everything closer to home.
- **Shared-services hubs are shifting from keeping the business moving to helping it decide**: Mayank Sharma argues that global business services hubs, originally built for delivery, are now being asked to help businesses think and grow. In retail, where margins are tight and the chain is under constant pressure, value comes from better visibility across finance, supply chain, sales and marketing, and from hubs that help businesses connect faster, respond earlier and decide more intelligently. The argument focuses on this organisational shift; ask for a method or implementation detail if that is important to your decision.

## Work to read

- [Consumer Goods Forum 2026: supply chain takeaways from Vienna](https://www.linkedin.com/posts/mayanksharma31_consumergoodsforum-cgf2026-supplychain-activity-7478538304808878080-sm4n)
- [Global supply chains are being re-engineered, not deglobalized](https://www.linkedin.com/posts/mayanksharma31_reindustrialization-globaloperations-activity-7465014665262198784-th4t)
- [Global business services hubs moving from delivery to decision-making](https://www.linkedin.com/posts/mayanksharma31_gbs-gbs-hubsofthefuture-activity-7462047706874793984-8B47)

## Brand relationships

- **Capgemini** (affiliate)
- **Unilever** (disclosed_partnership)
- **Consumer Goods Forum** (mention)

## Partnerships

The three posts do not specify sponsorship or partnership formats, a media kit, rate card or terms. Two mention Capgemini’s work with Unilever, described in a conference session; this is an employer-side client engagement reported by Sharma, not an offer to brands through these channels. Mentions of other people and organizations are acknowledgements or event credits, not evidence of paid relationships. The posts provide no official inquiry route. Before planning a webinar or sponsored collaboration, ask directly about available formats, commercial terms and how to make an inquiry.

## Alternatives

- Christina Trocino: Choose this alternative when the webinar's resilience story is really about cyber and third-party risk. Two posts show the angle. The April 2026 digital asset risk outlook starts with what companies miss: a custodian getting hacked, a smart contract executing incorrectly, or a regulator changing the rules mid-transaction. Tokenized real-world assets and stablecoin rails create exposures that do not map cleanly to traditional policy language, while counterparty risk cascades as institutions require their counterparties to carry coverage. The April 2026 Miami fintech breakfast post adds governance framing any supply chain technology company can borrow: 'Hackers no longer break in. They log in.' AI makes attacks cheap enough for anyone, smaller companies are targeted like large enterprises, and cyber risk is now a balance sheet conversation for the CFO, GC and CEO—not only IT. Pick this alternative when the company sells to financial, insurance or digital-asset-exposed buyers and wants the session to end on board-level accountability for resilience.
- Nanneke Blaak - Visscher: Choose this alternative when the webinar should map the supply chain technology agenda rather than argue for one resilience thesis. Two 2026 event posts show the range. The June inNOWvate Supply Chain Event takeaways cover a visibility, planning and resilience maturity journey; digital transformation as a people problem; connected workers and digital academies; GenAI-enabled manufacturing; and the need to remove process and collaboration friction. The August SCM Trend Diner post puts four live topics on the table—SCM command centre, digital supply chain twin, AI in S&OP and agentic supply chain—and reports a room that refused to accept 'AI equals future' by default. Attendees asked where the tangible business value is, what is mature enough to implement today and what still has to prove itself. Pick this alternative for a moderated panel or fireside that needs a current, sceptical survey of what supply chain technology buyers are debating, and a host who wants the trend-or-hype question asked on air.
- Fayadh Alenezi, PhD: Choose this alternative when the webinar should leave the audience with a disciplined risk method rather than a technology narrative. The December 2025 post explains why supply chains are exposed rather than fragile: disruption as the baseline condition; Global Risk Report figures on how many leaders expect turbulence; maritime choke points as cascading exposure; research on 23 critical raw materials; and geopolitical drivers divided into geography, economics and technology, and military power. It then sets out a three-step approach a host can turn into a worksheet: map the full supply chain, analyse exposure across geopolitical, climate and systemic dimensions, and mitigate and monitor continuously. Scenario planning is described as a process running from the focal decision through leading indicators. The August 2026 post adds the leadership argument: situational awareness beyond your own sector, critical thinking when AI increases the volume of misinformation, risk intelligence that covers opportunity as well as downside, and the judgement to know when inaction is the better choice. Pick this alternative when the session should end with a repeatable exposure-mapping exercise and questions the client's leadership team has to answer.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/