Supply chain resilience has become a buzzword for OEMs, but resilience doesn’t stop at tiered suppliers or logistics networks. The dealer ecosystem — the last mile of execution — is just as critical. Without accurate data, standardised processes, and integrated tools, even the most robust supply chain plans fall apart at the dealer level.
As automotive businesses look to balance pull, push, and hybrid models of supply chain execution, the pressure is on OEMs to rethink how digital systems connect suppliers, dealers, and customers in one flow. Real-time visibility, analytics, and business process re-engineering can no longer be optional add-ons — they are the foundation for staying competitive.
To understand what OEMs must do next, we spoke with Anupam Wason, Business & Operations Executive with 30+ years of global leadership experience across automotive, manufacturing, and industrial sectors. Having driven P&L, supply chain transformation, and business process re-engineering at scale, he brings a practitioner’s perspective on how OEMs can future-proof their dealer ecosystems.
Keep on reading to know his insights!
Q1. Many OEMs talk about supply chain resilience, but what’s often missed when it comes to dealer-level execution?
In supply chain execution, OEMs typically follow two approaches — the pull and push systems. The pull system is demand-driven but can face stockouts and coordination challenges. The push system is forecast-driven but may result in excess inventory and lower market responsiveness.
Most OEMs adopt a hybrid model, adjusting based on market conditions, product lifecycle, and sales predictability. But this requires stronger analytics, more information, and greater resource allocation — areas where dealer-level execution often lags.
Q2. In your experience, where do current digital tools (ERP, DMS, etc.) still fail to give OEMs the visibility they need across suppliers and dealers?
The most significant gap is data quality. Many times, dealership and supplier data are updated manually, which leads to errors. Without real-time, automated data capture and validation, these tools fail to deliver accurate insights or the benefits OEMs expect.
Q3. What are the non-negotiables of a modern system that can connect suppliers, OEMs, and dealers in one flow?
The must-haves are clear
- Real-time updates
- Transparent data sharing
- Ease of analytics
- Scalability
- Security
Any system missing these elements will struggle to deliver long-term value.
Q4. How can business process re-engineering principles be applied to dealer operations for quick wins in efficiency?
Quick wins come from simplification and standardisation of dealer processes. Standard training modules, combined with consistent KPIs defined through data analytics, can reduce inefficiencies immediately. Structured BPR ensures everyone operates on the same playbook, cutting waste and boosting speed.
Q5. If you were advising an OEM today, what 2–3 steps would you suggest for building future-ready dealer ecosystems in parallel with supply chain transformation?
My advice would be:
- Implement a standardised training template that includes digital education modules.
- Establish seamless digital connectivity within the dealer ecosystem.
- Integrate advanced analytics with forecasting capabilities into dealer systems.
Together, these steps ensure dealers evolve in parallel with OEM supply chain strategies.
– Anupam Wason, Business & Operations Executive
Wrapping Up
As Anupam Wason points out, true resilience cannot be achieved by OEMs if dealers are left behind. Hybrid supply chains, real-time analytics, and digital-first tools are essential — but they must extend to the dealer ecosystem. Manual updates, inconsistent training, and fragmented systems will only slow execution.
By embedding re-engineered processes, standardised training, and digital connectivity, OEMs can close the loop between suppliers and dealers. The result is not just resilience but agility — the ability to adapt, predict, and respond faster in a changing market.
About The Expert
With more than 30 years of leadership experience across automotive, manufacturing, solar, industrial, and packaging industries, Anupam Wason is recognised for driving operational excellence and supply chain resilience in global organisations. He has held leadership roles, including Managing Director, VP International, and Director across India, Germany, and China, managing P&Ls of over $150 million.
Anupam has consistently delivered growth and profitability through supply chain optimisation, Lean 4.0, business process re-engineering, and digital transformation. His expertise spans global expansion, project management, and talent development, making him a trusted advisor for OEMs seeking to align supply chain strategy with dealer ecosystem readiness.
