Tanmay Nitin Dighe on Running a Command Center for One of the World’s Most Complex Businesses
Where I Started
I’ve spent thirteen years untangling supply chains, and I’ve learned that the work is only half about data. The other half is people: aligning a team, anchoring a client’s expectations, holding delivery steady when the pressure climbs. At Tredence, I lead a program that lives at exactly that intersection, and it’s the most rewarding work I’ve done.
My Tredence journey began in Retail vertical, as a Senior Supply Chain SME on a data migration and reporting strategy engagement for Dollar General. Spanning demand, supply, inventory, and warehouse nodes, it was complex work that sharpened both my technical depth and my ability to navigate large, multi-layered programs.
What I didn’t fully anticipate was that the hardest part of consulting isn’t always the problem on the whiteboard; it’s the people dynamics around it. Managing team alignment, anchoring client expectations, and keeping delivery on track under pressure: that’s where I’ve grown the most. And that growth didn’t go unnoticed. While I was heads-down on a retail client, our SCM leadership had already identified me to lead a large MNC’s Planning Command Center delivery. By mid-2025 we launched two use cases. By year-end, all eight were running in parallel.
The Moment That Mattered
When I stepped in to lead the Supply Chain Planning Command Center, the stakes were high. The program carried a bold ambition: over $9 million in savings across two years. But ambition is only as good as execution, so we got to work, delivering use cases one by one from September 2025.
The savings target for the year was $1.25 million, already a meaningful goal. We didn’t just hit it. We doubled it, then doubled it again. By year-end, we’d unlocked savings potential of over $2.5 million, a 200% overachievement, validated and accounted for by client’s own finance team.
But the number isn’t the whole story. With every use case we go live on, we’re improving the client’s working capital and strengthening the financial foundation of one of the world’s most complex supply chains. Our work shows up directly in their P&L. That’s what makes it personal.
Being trusted to lead a program at this scale, with a team that refused to settle for ‘good enough’, that’s the G.O.A.T. moment.
Who Made It Possible
I had more than one. Raghav was my anchor in Retail; what stood out wasn’t just his guidance but the freedom he extended, trusting me to work autonomously and find my own rhythm. That kind of trust shaped how I lead today. Anirudha opened the door that changed my trajectory, putting me in the room when a big opportunity emerged; sometimes one person seeing your potential is all it takes. Bhaskar, from our Global SCM leadership, was the strategic force behind my move from Retail into CPG, and his conviction gave me confidence when the path was new. And when the going got tough, as it always does in consulting, Girish and Majaz were the steady hands behind the scenes, navigating escalations and making sure the team had the backing it needed.
What I’m Building Now
Right now, I’m scaling the Command Center further, taking the use cases that proved their worth and pushing them deeper into our client’s planning operations, with the next savings horizon already in sight. The goal hasn’t changed: every release should show up in the P&L and make a genuinely complex supply chain a little smarter.
Come Engineer the World’s Smartest Supply Chains.
Tredence works at the intersection of deep domain expertise and cutting-edge AI, building programs that move the needle for the world’s most complex businesses. If solving supply chain problems at a global scale is the work you want to do, we’re hiring.