Sanjoy Bhadra

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Bringing Integrity in Leadership, Excellence in Action

Sanjoy Bhadra

National Head Logistics & Warehousing,

IB Group

In the dynamic and ever-evolving landscape of the logistics industry, strong leadership isn’t just an asset – it’s an absolute necessity. Effective leaders not only guide their teams through challenges but also inspire and empower them to achieve collective success. They embody integrity, initiate innovation, and create a supportive environment where every team member can thrive and grow.
Sanjoy Bhadra, National Head of Logistics & Warehousing at IB Group, is a shining example of such leadership. With a career marked by strategic vision and a commitment to excellence, Sanjoy has navigated his journey from a Management trainee to National Head with remarkable success. His ability to implement innovative solutions and drive significant improvements has set him apart as a leader who truly takes care of those in his charge, consistently leading by example and inspiring those around him. TradeFlock interviewed Sanjoy to delve into his remarkable career, exploring the pivotal moments and lessons that have shaped his path to success.

Your journey from a Management Trainee to National Head is outstanding. What significant moments shaped your career path?

My journey began as a Management trainee at Exide, where I chose to start my career in the automotive industry due to my Engineering background. This initial role took me across various locations in India, exposing me to sales, planning, operations, and plant logistics. After eight months of trainee period, I was promoted to Assistant Manager-Logistics Planning in the 2WH battery segment. Here, I implemented Necessary Planning tools for inventory digitisation, improving productivity and simplifying processes. My success as National Planning Coordinator involved overseeing national planning for 2WH and automotive batteries, coordinating with Sales, Manufacturing, and Transportation. After excelling in this role, I was promoted to Regional Logistics Manager for South India. I stabilised the FJCP tool for dispatch, merged warehouses, and modernized infrastructure, notably at the Hyderabad Mother Warehouse.
I also implemented the ‘HH Scanner System Tool’ at the warehouse for tracing & auto GRN.
I then joined Britannia as Zonal Logistics Head for Central India, where I simplified operations, reduced delivery times, and addressed stock mismatches and theft. I led the establishment of modern warehouses, notably in Bihta (Bihar), praised by the Industrial Minister. I stabilized the Ranchi warehouse amidst political issues and labor unrest, demonstrating my ability to manage blue-collar workers effectively.
Now, at IB Group, I am focused on warehouse consolidation and digitisation, continuing my passion for innovation in logistics.

What are your aspirations for your company in the next decade? What inspired your vision, and how do you ensure your business positively impacts the industry and community?

My goal is to strengthen our Customer Service, Logistics and supply chain management, optimising productivity and reducing customer service time at minimal cost. In the first six months, we plan to optimise all warehouses, followed by digitising logistics planning and vendor management. Challenges, such as resistance to change during warehouse consolidation, are expected. To address this, we will implement changes in phases, ensuring smooth transitions and stakeholder buy-in. My vision is inspired by the need for efficiency and innovation, ensuring our business positively impacts the industry and community.

How have you adapted your leadership style in response to the evolving logistics landscape, especially during COVID?

During the COVID phase at Exide, our operations faced significant challenges as batteries were not initially considered as essential categories. With movement restrictions, our warehouse was nearly closed. Stationed in Hyderabad, I proactively engaged with the District Magistrate, Police Officials, and local leaders to explain the critical role of batteries for hospital power backups and ambulances. This initiative was appreciated by the management and helped Exide achieve record sales during a tough period.
Another challenge was ensuring the safety and availability of our workforce. Remote work isn’t an option in logistics, and labourers were understandably fearful. To address this, I personally went to the warehouse with all precautions, setting an example that encouraged others. Despite providing safety equipment like sanitizers, masks, and PPE, not all labourers returned.

How do you define success, both personally and professionally, and can you describe a significant failure you encountered, including how you overcame it and what you learned from the experience?

Success can be measured in various ways. While some may equate it with money, fame, or reputation, I see it differently due to my past experiences.
One of my significant challenges was moving to Hyderabad as Regional Logistics Head, where the language barrier was unsettling. Initially, dealing with landlords, local leaders, and labour contractors was tough. However, I soon realised that when working towards a shared goal, language is not a barrier—it is just the results that matter most.
A critical situation arose at Britannia when we had to relocate a Didarganj_warehouse within Bihar (At Bihta Location). Labourers went on strike, fearing job loss. This halted operations, severely impacting the business. In order to mitigate the risk, I have aligned Dispatch from other warehouses in advance. Using my soft skills, I convinced the CFA & labour contractor to provide 10-12 expert labourers for the new plant, ensuring continuity. I also coordinated with the new contractor to align everyone. This experience taught me the importance of communication, negotiation, and empathy in overcoming obstacles.
















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