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.
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.
Key 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.
Check first: Confirm audience demographics, inquiry route, partnership terms and whether technical implementation content is available.
Main ideas
Agility comes from stripping friction out of the operating model, not from moving faster · AI shopping agents make owned data a supply-chain priority · Ask what should never be done manually, then industrialise the rest
Mayank Sharma writes about how companies can adapt their supply chains and operations.
In three LinkedIn posts, they connect global business services, retail operations, AI and supply-chain resilience to a common concern: helping businesses see changes sooner and respond with less friction.
The posts offer a starting point for readers interested in practical perspectives on these topics.
Sharma turns broad business shifts into operational questions.
A post about the Consumer Goods Forum 2026 links supply-chain agility to removing friction, then applies that idea to AI shopping agents, marketing work and the data retailers make available to AI systems.
A separate post argues that supply chains are being reconfigured, not simply brought home: it contrasts US reshoring with European friend-shoring and favors adaptable, diversified networks over cost optimization alone.
A shorter grocery-retail post extends the same interest in operational change to global business services, describing a shift from service delivery toward better-connected decision-making.
Together, these examples show they make current industry developments legible through their implications for business operations.
Mayank Sharma writes about operations strategy for large consumer and retail businesses.
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The through-line in these posts is that the operating model — not the headline technology — decides who wins.
Two connected priorities recur: removing friction that slows decisions and value, and treating data and process readiness as supply-chain work as AI agents become a front door to retail.
On global sourcing, Sharma argues that the current shift is re-engineering rather than retreat: the United States and Europe are choosing different routes, and resilience now counts for more than pure cost optimisation.
A fourth thread looks inside shared-services organisations, where global business services hubs are moving from keeping the business running to helping it decide.
These are executive event syntheses — a keynote formula, named speakers, a few cited numbers and a bottom line — rather than technical walkthroughs.
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.
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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.
At the Consumer Goods Forum 2026 in Vienna, Mayank Sharma reports the opening keynote from Max Koeune, chief executive of McCain, and Ken Murphy, chief executive of Tesco, as a formula: "Agility = Acceleration – Friction."
Their message: winners will not just move faster but strip friction from their operating models to unlock value.
Sharma frames the guests and other speakers in their own terms; the formula is attributed to the two keynote speakers.
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.
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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.
In the same Consumer Goods Forum post, Mayank Sharma cites a statistic that only 1% of large-model citations for leading consumer packaged goods brands come from brand-owned sites, and argues that owned data is therefore a supply chain priority, not just a marketing one.
Gillian Tett of the Financial Times frames the shift as structural rather than hype and recommends thinking in terms of "Augmented Intelligence."
The post gives the 1% figure without naming a source.
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.
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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.
Mayank Sharma describes a joint Capgemini and Unilever session on an "intelligent hub" model, led by Tammy Hourigan, Bhavesh Unadkat and Susan Maginn.
The session characterises 30% of marketing work as admin and transactional drag, and poses three questions: what should never be done manually, what can be industrialised at scale, and where AI creates real leverage.
The 30% figure is attributed to the session, not to a published study.
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.
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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.
The post contrasts the two regions: nearly half of organisations are described as investing domestically and 67% as building strategic capabilities at home, against Europe's friend-shoring emphasis.
Mayank Sharma points readers to a reindustrialisation report for the underlying detail.
The figures appear without attribution; ask for the source and report details.
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.
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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.
In a short post aimed at grocery retail, Mayank Sharma says leading hubs are enabling lean digital discounters of the future through cross-functional visibility, and links to an article for details. Ask for the article to understand how the model works.
This is the clearest example of how Mayank Sharma turns a conference into an operations argument.
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Start here to see whether they can draw a usable message from a large industry event rather than just summarise speakers.
A post-return write-up from the Consumer Goods Forum 2026 frames the event around one claim: supply chain is no longer back-office but a differentiator.
Sharma reports the opening keynote from Max Koeune (CEO, McCain) and Ken Murphy (CEO, Tesco) as a formula — “Agility = Acceleration – Friction” — and argues that winners strip friction out of operating models rather than simply moving faster.
Three supporting points follow: AI shopping agents becoming a new retail front door; a Capgemini-Unilever session (named speakers Tammy Hourigan, Bhavesh Unadkat and Susan Maginn) on an intelligent hub model where 30% of marketing work is described as admin drag; and a statistic that only 1% of LLM citations for leading CPG brands come from brand-owned sites.
The post closes with Gillian Tett's framing of AI as “Augmented Intelligence.”
For brands planning a campaign
The 1% owned-data statistic and the “what should never be done manually” framing are ready-made webinar talking points.
A supply chain technology company could ask Sharma to open with the friction formula and build the session around owned data as an operational, not marketing, priority.
The numbers come from a session Sharma attended; ask for the underlying source before repeating them on air.
This post answers the question “what does Mayank Sharma actually argue about supply chain strategy?”
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It is the most opinionated of the three and shows how they build a position from regional evidence rather than slogans.
A short argument that today's shifts are “strategic reconfiguration” rather than deglobalization.
Sharma contrasts the US, described as pushing reshoring through sovereignty agendas and industrial policy, with nearly half of organizations investing domestically and 67% building strategic capabilities at home.
Europe, meanwhile, leans into friend-shoring to balance geopolitical risk, energy volatility, labor constraints and regulation.
The conclusion: a hybrid, risk-aware model where resilience outweighs pure cost optimization and the advantage goes to supply chains that “flex, respond, and endure” rather than simply moving closer to home.
The post points to a report on reindustrialization for more detail; ask for it if the report's contents matter to the discussion.
For brands planning a campaign
Useful as the framing segment of a session on supply chain resilience: the reshoring-versus-friend-shoring contrast gives a non-US audience something concrete to react to. Check the source for the 67% and “nearly half” figures before broadcast; the post cites them without attribution.
A shorter, narrower post that shows the range of Sharma's subject matter beyond AI and resilience.
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Read it to judge whether they can hold attention on an operational services topic as well as a headline one.
A brief post aimed at grocery retail, arguing that global business services hubs were originally built to “keep the business moving” but are now expected to “help it think and grow.”
Sharma links tighter margins and constant pressure on the retail chain to better visibility across finance, supply chain, sales and marketing.
They describe the hub's role shifting from delivery alone to helping the business “connect faster, respond earlier, and make smarter decisions.”
The post directs readers to a linked article for detail; read it if the argument needs more depth.
For brands planning a campaign
Best fit for a segment about shared services, finance and supply chain visibility rather than AI specifically.
Sharma speaks to an operations-services buyer, making this a fit for a broader supply chain series rather than an AI-only slot.
Read the linked article before treating the post as evidence of a developed methodology.
AI shopping agents and owned data as an operations issue1
Industrializing marketing operations through intelligent hubs1
Global business services hubs moving from delivery to growth1
Supply-chain reconfiguration instead of deglobalization1
Removing friction from supply-chain operations
In a Consumer Goods Forum 2026 post, Mayank Sharma frames agility as acceleration minus friction.
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The post cites opening remarks from the CEOs of McCain and Tesco that supply chain is no longer back-office but a genuine differentiator, and argues that winners will systematically strip friction from operating models rather than simply move faster.
Executive keynote synthesis built around a simple operating formula.
For brands planning a campaign
This is a useful angle for a thought leadership session on AI-driven supply-chain resilience: ask for a practical friction audit across planning, data handoffs, and decision cycles rather than broad AI claims.
AI shopping agents and owned data as an operations issue
The post says AI shopping agents are becoming the new front door to retail, shortening the path from trend to shelf.
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It notes that only 1% of LLM citations for leading CPG brands come from brand-owned sites, and argues that owned data is a supply-chain priority, not just a marketing one.
Uses a conference takeaway and a cited statistic to connect retail discovery with supply-chain readiness.
For brands planning a campaign
A brand can evaluate Mayank Sharma for a session on product data, content readiness, and decision speed in agentic retail, especially if the goal is to connect supply-chain and commercial teams.
Industrializing marketing operations through intelligent hubs
Mayank Sharma describes a joint Capgemini and Unilever session on an intelligent hub model.
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The post says 30% of marketing work today is pure admin and transactional drag.
The model asks what should never be done manually, what can be industrialized at scale, and where AI creates real leverage.
Its stated objective is to generate demand and drive desire at scale.
For brands planning a campaign
This supports a session on operations transformation linking marketing execution with supply-chain capacity, rather than treating AI adoption as a purely technical topic.
Global business services hubs moving from delivery to growth
In a post on global business services, Mayank Sharma says most GBS hubs were built to keep the business moving but are starting to help it think and grow.
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Through a grocery retail lens, the post argues that tighter margins and chain pressure make better visibility across finance, supply chain, sales, and marketing valuable for building lean digital discounters. Hubs can help the business connect faster, respond earlier, and make smarter decisions.
For brands planning a campaign
A brand targeting shared services, retail operations, or cross-functional transformation can evaluate Mayank Sharma for a session on shifting hub measures from cost and delivery toward decision speed and business insight.
Supply-chain reconfiguration instead of deglobalization
Mayank Sharma argues that global supply chains are being re-engineered, not deglobalized.
Read more
The post distinguishes US reshoring, driven by sovereignty agendas and industrial policy, from European friend-shoring, shaped by geopolitical risk, energy volatility, labor constraints, and regulatory complexity. It says the result is a more hybrid, risk-aware model, with resilience now outweighing pure cost optimization.
The post links to a report on reindustrialization, which is not included here. Ask for the report to assess its underlying data and recommendations.
For brands planning a campaign
This is a strong fit for a resilience webinar on balancing regional strategies, supplier diversification, and cost. A session could use the post's framing to move from macro trends to practical design choices.
Mayank Sharma’s posts use structured takeaways from industry gatherings and executive conversations: keynotes, formulas, cited statistics, partner examples, broad hashtags, and links to further reading.
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They are strategic and observational rather than instructional or technical walkthroughs.
Long-form LinkedIn posts synthesizing event content and management themes for a professional audience.
For brands planning a campaign
Mayank Sharma may suit a moderated panel, conference recap, or strategic fireside session. For a hands-on technical webinar, ask for implementation detail or a separate practitioner voice.
Mayank Sharma’s posts mention one organizational affiliation and one disclosed business partnership.
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They refer to Capgemini as “our” organization in a post about a joint session with Unilever at Consumer Goods Forum 2026, describing the session as part of Capgemini’s partnership with Unilever. The same post also mentions attendance at Consumer Goods Forum 2026.
Capgemini
Affiliate
Mayank Sharma refers to “Our (Capgemini) partnership with Unilever” when describing a joint session at Consumer Goods Forum 2026, indicating an affiliation with Capgemini.
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The post does not state a job title.
Original disclosure
Our (Capgemini) partnership with Unilever brought this to life operationally in a joint session led by Tammy Hourigan, Bhavesh Unadkat and Susan Maginn.
Capgemini and Unilever ran a joint session on an intelligent hub model at Consumer Goods Forum 2026.
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Mayank Sharma describes it as “Our (Capgemini) partnership with Unilever.”
The post documents an organizational partnership, not an individual contract with Unilever.
For a direct engagement, ask whether Sharma has an individual commercial relationship with the company.
Original disclosure
Our (Capgemini) partnership with Unilever brought this to life operationally in a joint session led by Tammy Hourigan, Bhavesh Unadkat and Susan Maginn.
Mayank Sharma attended Consumer Goods Forum 2026 in Vienna and posted takeaways, including references to keynotes from Max Koeune (CEO, McCain) and Ken Murphy (CEO, Tesco).
Mayank Sharma writes short, structured posts about operations strategy for large consumer, retail and shared-services organisations.
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Start with the write-up of the Consumer Goods Forum 2026 in Vienna, where the keynote formula — agility equals acceleration minus friction — frames the piece.
It argues that AI shopping agents are making owned product data an operations problem, not just a marketing one, and examines a Capgemini and Unilever intelligent-hub model.
A second post presents global sourcing as re-engineering rather than retreat, contrasting United States reshoring with European friend-shoring and putting resilience ahead of pure cost optimisation.
A third, shorter post looks at global business services hubs and their shift from keeping a business running to helping it decide, through the lens of grocery retail.
Together, the posts argue that the operating model, not the headline technology, decides who wins.
Follow Mayank Sharma for takeaways from industry gatherings and executive conversations on supply chain, AI adoption and operating-model design, rather than technical walkthroughs or implementation detail.
Writes the same kind of supply chain event takeaways for a professional audience, covering visibility, resilience, digital transformation and how to tell a real trend from hype, while reporting on named speakers and the themes they raised.
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Nanneke Blaak - Visscher frames each post through her own transformation-executive profile and closes with a personal availability notice, so the posts double as a professional introduction; Mayank Sharma writes from a corporate and partner perspective, focusing on industry content and its operating implications.
Shares Mayank Sharma's focus on supply chain and geopolitical risk, resilience and proactive scenario thinking, and uses a similar method of summarising a conference session or reading into a numbered set of takeaways for senior readers.
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Fayadh Alenezi writes from the security, risk, governance and resilience professions, focusing on the capabilities and risk-intelligence skills leaders need; Mayank Sharma covers consumer goods and retail operations, including how operating models should be designed and where friction should be removed.
Publishes the same takeaway-style LinkedIn commentary, reporting on an industry report or panel discussion and drawing out a short list of implications for chief executives, finance and legal readers.
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Christina Trocino writes about digital asset, insurance and cyber risk, addressing how firms should treat those exposures on the balance sheet; Mayank Sharma covers supply chain, retail operations and shared-services organisations.
Mayank Sharma had 8,734 LinkedIn followers as of October 8, 2026.
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Their posts target discussions about supply chains, operations, global business services, consumer goods and AI in retail.
Examples include a Consumer Goods Forum 2026 recap about AI shopping agents and removing supply-chain friction, a reindustrialization post about reshoring and friend-shoring, and a GBS post about hubs supporting business growth.
These posts support topical relevance for a B2B supply chain technology webinar on AI-driven resilience, but do not verify a match with its professional audience.
Before booking, ask for recent audience survey results or platform demographics for comparable supply-chain and AI content, including job function, seniority, industry, geography, and past webinar registration or attendance.
If those aren’t available, treat the 8,734 followers as a reach signal, not proof of buyer-audience composition.
LinkedIn followers
8,734
LinkedIn account metadata for the profile that published the posts · 2026-10-08
The three posts do not specify sponsorship or partnership formats, a media kit, rate card or terms.
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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.
Campaign need: a B2B supply chain technology company wants a thought leadership webinar on AI-driven supply chain resilience, with a proposed session format and talking points.
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Decision: a fit for a strategic, moderated session, with conditions.
Mayank Sharma's posts show they can turn a large industry event into a usable operations argument rather than a simple conference recap.
The Consumer Goods Forum 2026 post gives the clearest material: the formula 'Agility = Acceleration – Friction', the claim that supply chain is no longer back-office but a genuine differentiator, AI shopping agents as a new retail front door, and the argument that owned data becomes a supply-chain priority when only 1% of LLM citations for leading CPG brands come from brand-owned sites.
A second post adds a practical cross-functional example: a Capgemini and Unilever intelligent hub model that asks what should never be done manually, what can be industrialized at scale, and where AI creates real leverage, with 30% of marketing work described as admin drag.
The reindustrialization post adds a resilience frame: the US pushing reshoring and Europe leaning into friend-shoring, with the conclusion that resilience now outweighs pure cost optimization.
The GBS hubs post supports a shared-services and visibility angle across finance, supply chain, sales, and marketing.
The fit is stronger for framing, moderation, and executive synthesis than for technical AI implementation.
The posts are strategic and observational; they do not show code, model architecture, or a step-by-step deployment method.
Before booking, ask for the underlying sources behind the 1% LLM citation figure and the reshoring percentages; the post text does not fully attribute them.
The posts show 8,734 LinkedIn followers as of October 8, 2026; ask for audience composition before treating that reach as buyer reach.
Ask for sponsorship formats, rates, deliverables, and an inquiry route before agreeing commercial terms.
When to choose a specialist
Campaign need: a consumer-goods manufacturer's supply chain analytics team wants a hands-on half-day workshop on deploying agentic AI in demand planning, including code-level implementation, benchmark datasets, and a working prototype the team can test.
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Decision: a poor fit based on the posts.
They offer executive event synthesis and strategic commentary, not technical walkthroughs, model or data architecture, performance benchmarks, code, or implementation steps.
The reindustrialization post points to a report for more detail, but does not link it; ask for the report if its data and recommendations are needed.
No workshop format, pricing, deliverables, or partnership terms are documented, so ask for those before booking.
Mayank Sharma could still work as a keynote opener, setting the strategic case for resilience and friction removal, while a separate practitioner with implementation experience leads the technical training.
A worked campaign example
Campaign angle: 'Removing friction: where AI-driven supply chain resilience actually starts.' Format: a 45-minute live webinar or virtual fireside with a supply chain technology company.
Give Mayank Sharma 20 minutes for a strategic opening, add a 15-minute practitioner response from the host company's supply chain or data lead, and close with 10 minutes of live Q&A.
The opening should use the post material directly: start with 'Agility = Acceleration – Friction' and why supply chain is a differentiator rather than a back-office function; move to AI shopping agents shortening the path from trend to shelf; explain why owned data becomes a supply-chain priority when AI agents influence discovery; use the intelligent hub model to show how to separate work that should never be done manually, work that can be industrialized, and work where AI creates leverage; then widen to the reshoring and friend-shoring argument, with resilience framed as a design choice rather than a slogan.
The practitioner response should turn that into a concrete friction audit: map three handoffs across planning, data, and decision cycles; name who owns each handoff; and pick one metric to track whether friction has actually dropped.
The host should verify the 1% LLM citation statistic, the 30% marketing admin drag figure, and the reshoring percentages before broadcast.
Confirm whether they can bring a practitioner co-speaker for technical depth, and ask for fees, deliverables, and usage rights.
Next steps: send the two campaign briefs, request the underlying sources behind the cited statistics, propose the 20/15/10 format, and ask for a short outline connecting the friction formula to one supply-chain use case the host company can discuss on air.
Choose this alternative when the webinar's resilience story is really about cyber and third-party risk.
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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.
The posts cover digital assets, fintech and cyber risk, not sourcing, planning, logistics, retail or CPG.
They offer strong risk framing but no supply chain specifics.
Both are short, event- and publication-based commentaries, with no methodology walkthrough, benchmark, implementation detail or documented speaking format or terms.
A host would need to build the supply chain bridge.
For an operations audience, keep this as a second voice on the programme and let the main speaker make the supply chain case.
Choose this alternative when the webinar should map the supply chain technology agenda rather than argue for one resilience thesis.
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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.
The posts are conference takeaways and an evening recap, not a tested method or live deployment story.
They offer no AI architecture, demand-planning workflow or results data for a technology buyer.
They also include a personal note about exploring executive roles.
Confirm availability and any employer restrictions before booking a broadcast slot.
Choose this alternative for breadth, audience empathy and event fluency, accepting less depth on AI-driven resilience than the main profile material offers.
Choose this alternative when the webinar should leave the audience with a disciplined risk method rather than a technology narrative.
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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.
AI appears here as an information and capability challenge, not an operations tool.
The posts offer no material on agentic AI, demand planning or supply chain technology implementation, and neither includes benchmarks, code or a client case study.
The framing suits security, risk and governance audiences more than supply chain technology buyers; the format is a reflective essay rather than a tactical demonstration.
If the company's product story is AI in supply chain execution, use this alternative for the risk half and pair it with a technology practitioner.
Mayank Sharma's three LinkedIn posts cover global business services hubs in grocery retail, Consumer Goods Forum 2026 covering AI shopping agents and an intelligent-hub session, and supply-chain reconfiguration, reshoring and friend-shoring.
The posts do not give publication dates.
The articles and reports linked in the posts are not discussed here, so figures and recommendations behind those links are described only as the posts state them.
Comparisons with three other creators draw on their LinkedIn posts.
Mayank Sharma had 8,734 LinkedIn followers as of 8 October 2026; this supports topical reach, not a verified buyer audience.
The posts here do not identify a signature book, show or earlier body of work, and no sponsorship formats, rates or deliverables are published in them, so those remain open questions.