“Management is doing things right; leadership is doing the right things.”
Introduction
A lot of the time, in business, leaders are judged by their titles, sales, or awards. But the true meaning of leadership goes beyond these numbers. It is shown by the ability to inspire, come up with new ideas, and create long-lasting value. Dr. Krishnan Subramanian’s career is a great example of this broader definition of leadership. For almost 40 years, he has changed the way procurement and supply chain management work in India, showing that even a job that is usually thought of as operational can be a key part of an organisation’s success. His story is one of determination, vision, morals, and flexibility—a guide for professionals who want to make a difference in the world and move up in their careers.
In 1982, Dr. Krishnan started his career at United Phosphorus Ltd (UPL) as a stenographer. At first glance, this job may seem small or even routine, but for him, it was the beginning of a career-changing journey. He showed traits that would shape his work ethic and leadership style early in his career: discipline, paying attention to details, and wanting to learn about systems and processes. He was moved to the procurement department after two years, which would change the course of his whole career.
Dr. Krishnan worked at UPL for 15 years, where he improved the technical skills that are essential for excellent procurement. He was in charge of getting raw materials, packaging, and capital equipment, and he often worked with vendors in India and other countries. His job also included helping with research and development projects by getting specialised materials for new molecules. This shows how important procurement is strategically, not just for everyday tasks. This stage taught him more than just how to do his job well. It gave him a key professional philosophy: procurement works best when it balances cost-effectiveness with quality assurance, managing vendor relationships, and having a long-term strategic vision.
Vendor development became a key part of his plan. He didn’t just see suppliers as business partners; he also saw the value of building trust, dependability, and mutual benefit. By using a wider range of suppliers, he reduced the risks of monopolies and made sure that prices were competitive. This made sure that every procurement decision was made with an eye towards the future. These early experiences at UPL gave him both practical skills and a way of thinking that would help him grow as a leader in more difficult and complicated situations.
In 1997, Dr. Krishnan became the Assistant Manager at Kores India Limited. This was a big change for him because the company had a very different culture. Kores was a traditional Marwari business with loose systems and problems with buying things, such as late payments and a lack of trust in vendors. Dr. Krishnan didn’t see these problems as roadblocks; instead, he saw them as chances to make real changes. He set up Standard Operating Procedures (SOPs), a Delegation of Authority (DOA), and formalised systems for planning purchases. These actions were not just procedural; they were strategic moves that restored trust, improved relationships with suppliers, and made operations run more smoothly.
“A happy childhood is perhaps the most fortunate gift in life.”
PHASE 1: Childhood and Educational Journey
Every outstanding life story starts with childhood, when experiences, values, and early lessons quietly shape the person who will one day inspire others. Dr. Krishnan Subramanian’s childhood and education are examples of perseverance, bravery, and an unbreakable desire to overcome challenges.
Dr. Krishnan Subramanian was born in Kerala, a southern Indian state known for its peaceful backwaters, lush greenery, and rich cultural traditions. But his family didn’t have a lot of money, even though the land was beautiful. He was the youngest of seven kids: six brothers and one sister. Being the youngest in a big family was fun, but it was also very hard because the older siblings had to take care of things and keep everyone safe.
He learnt what it meant to be poor at a very young age because his family’s income was low. Every rupee had to be stretched, and every little thing they needed cost them something. This reality was hard for a child to understand, but it made him sensitive to hard times that would stay with him for the rest of his life.
At the young age of seven, he lost his father, which was a tremendous blow to his life. It is never straightforward to lose a parent at such a young age, but for a boy who was already having trouble making ends meet, it meant living in a world where survival was always a test. Not having his father around not only made things harder for the family financially, but it also made things harder for him emotionally. These difficult times left their mark, but instead of breaking his spirit, they quietly made him more determined.
This fight shaped his years of school in Kerala. He went to schools in his area, where he often had to make do with what he had, but he took learning seriously. He didn’t just have to read books for tests; they became his friends, his way out, and his hope for a better future. He saw learning as a sacred duty in classrooms where other students may not have taken it seriously.
Young Krishnan never saw school as something he simply had to get through. To him, education was a ladder—a way out of the cycle of poverty he was born into. While many around him viewed school as routine, he recognised it as a priceless opportunity he could not afford to waste.
He was hardworking and resilient during his high-school years, even though he didn’t come from wealth. Alongside studying, he often had to manage household chores because he didn’t have the financial comfort many of his friends enjoyed. Despite these challenges, he persevered and earned his high-school diploma from Kerala University in Trichur in 1981.
For most people, graduating from high school is just the next step. For him, it was a major victory—a sign that he had risen above circumstances that constantly tried to hold him back.After high school, Krishnan could not continue to college immediately due to financial difficulties. Yet he refused to abandon his dreams. In 1982, he moved to Bombay (now Mumbai) with little money but big hopes.
His older brothers were already working in the catering industry in the city, giving him a starting point in the vast and overwhelming metropolis. Still, he knew his own journey would be different. He did not just want to make a living; he wanted a way into the business world, a chance to prove his abilities and build a future he had long envisioned.
“If there is no struggle, there is no progress.”
PHASE 2: Transforming Procurement into Value Creation
Dr. Krishnan Subramanian’s career has been about both personal growth and changing organisations. His career has been marked by a constant push against limits—limits of resources, limits of perception, and limits set by tradition. He started out small in Kerala and worked his way up to become one of the most respected procurement leaders in the business. The years he spent at Rallis India, which is part of the Tata Group, stand out as a time when his vision and determination changed the way procurement works.
When Dr. Krishnan became Senior Manager of Procurement at Rallis India, he found that procurement was still seen as a supporting role. The common idea was that procurement only gave factories the materials they needed. It was thought of as a back-office job, not a department that could help the company in a big way.
For someone who believed what he did, this narrow view was not okay. He had already learnt a lot about procurement from his previous jobs, so he knew that it wasn’t just about placing orders or making sure that raw materials got to the right place. If done right, it was a strategic way to save money, improve efficiency, and create long-term value.
But it wasn’t easy to get people to believe you. The Board of Directors and senior management had always seen procurement as a series of transactions. Many people had tried and failed to change that view before him. But Dr. Krishnan, who is known for being persistent, was determined to change the way things were.
His method was both planned and forward-thinking. He began with the planning cycle:
Using Material Requirements Planning (MRP) correctly to turn factory needs into Material Requisitions (MRs). Following the Delegation of Authority (DOA) rules that governed all purchasing activity in Rallis, turning MRs into Purchase Orders (POs) with the right paperwork and approvals.
The Tata Group, known for its strong moral values and sound governance, followed strict DOA (Delegation of Authority) rules. Any deviation from these rules was treated as a breach of process. For Dr. Krishnan, the limited decision-making authority was frustrating. Even when he was fully capable of making a decision, it had to pass through multiple layers of management before receiving approval. This slowed down flexibility and reduced procurement efficiency.
Instead of simply accepting the situation, he chose to challenge it. He began strongly advocating for greater empowerment of the procurement team. His argument was straightforward yet compelling: if procurement was expected to deliver real value, it could not be restricted by endless approval cycles.
“Opportunities are like sunrises. If you wait too long, you miss them.”
PHASE 3: Professional Journey: Embracing New Challenges and Opportunities
A career spanning nearly four decades is not always straightforward. It is a journey that requires hard work, flexibility, and the bravery to question the norm. Dr. Krishnan Subramanian believed that procurement was more than just getting materials; it was about adding value, building trust, and changing how organisations view the role itself. He has always grown in his career, starting out small and working his way up to becoming a respected leader in procurement and supply chain management.
Dr. Krishnan’s career began at United Phosphorus Ltd (UPL), where he worked as a stenographer starting in 1982. For most, this was a typical office job, but for him, it was the start of something bigger. Senior managers quickly recognised his speed, dedication, and discipline, leading to his transfer to the procurement department within two years.
This transfer was the start of his lifelong relationship with procurement, not just a title change. He worked his way up the ranks at UPL for the next 15 years, eventually becoming Senior Executive – Procurement.
He was in charge of getting raw materials, packaging, and capital equipment. He also helped with research and development by getting special materials for new molecules. The job involved making sure that costs were kept low while quality was high, negotiating with suppliers in India and around the world, and making certain that deliveries were on time so that production could continue.
Dr. Krishnan learnt how important it is to develop vendors during this time. He learnt that procurement wasn’t just about getting the best deals; it was also about building long-lasting relationships. By working with more than one vendor, he lowered the risks of monopolies and made sure that prices were competitive.
He learnt a lot of valuable things while working at UPL for 15 years. He learnt the details of budgeting, forecasting, managing inventory, and negotiating. He also started to see procurement as a strategic function, which would be a big part of his future jobs.
Dr. Krishnan moved to Kores (India) Limited in 1997, where he became an assistant manager. Kores was a traditional Marwari-run business with informal systems and constant problems with buying things. UPL, on the other hand, already had structured processes.
Note of Thanks
Dr. Krishnan Subramanian wants to thank everyone who has been a part of his journey from the bottom of his heart. He is thankful for his family’s unwavering support through thick and thin. Their patience, sacrifices, and support have been the building blocks of his career and personal growth.
He also thanks his coworkers, mentors, and teams at the different places he has worked. Their trust, teamwork, and shared goals helped him put systems in place, reach goals, and make a real difference in the field of procurement and supply chain management.
He would like to thank the many well-wishers, peers, and friends who always pushed him to do his best and stay true to his morals and values. Their help and friendship have improved his personal life.
Lastly, Dr. Krishnan thanks the larger professional community for their support and respect, which have kept him going on his journey. Everyone who has been in his life has helped shape him into the man and leader he is today. He is forever grateful for this.
Thanks
Dr. Krishnan Subramanian