With over 8 years of experience in the fashion and lifestyle accessories industry, Priyanka has played a pivotal role in scaling GIVA’s supply chain, expanding its vendor network globally, and driving procurement innovation to support rapid growth across online platforms and 200+ retail stores.
In an engaging interaction with Women Entrepreneurs Review Magazine, Priyanka shared her insights on evolving procurement strategies in India’s luxury retail market, highlighting innovation, supplier trust, sustainability, and the unique challenges women leaders face in driving ethical sourcing within a complex ecosystem.
Given today’s dynamic luxury retail market, how are procurement strategies evolving to balance exclusivity with scalability while maintaining supplier trust?
Luxury brands can safeguard their exclusivity primarily by controlling the design elements. Design composition is critical—brands can scale while maintaining exclusivity by sourcing specific motifs or components from select vendors and completing the final assembly in-house or at controlled locations. This approach ensures that the core creative identity remains protected. Additionally, introducing vendor loyalty programs and exclusivity agreements can further secure design confidentiality, fostering trust and long-term collaboration with suppliers.
How do you innovate procurement processes to maintain quality and agility, especially as a woman leader in a traditionally male-dominated supply chain?
As a woman leader in a traditionally male-dominated supply chain, I see a unique opportunity to bring a fresh perspective—combining subject expertise, a creative mindset, and data-driven decision-making. The jewelry market, in particular, is still largely unorganized and outdated, which makes innovation even more impactful. I focus on using technology-driven tools, such as supplier dashboards, that offer real-time performance insights and motivate partners to continually improve. I believe in complete transparency and building long-term relationships with vendors—relationships that thrive when you support, guide, and empower them to grow alongside you.
How do you leverage strategic partnerships in procurement to drive sustainability and ethical sourcing in luxury goods? What challenges do women leaders face in championing these values?
I always focus on building strategies where our values—especially around ethical sustainable sourcing—are communicated and shared by our vendor partners. We work closely with them, sometimes even collaborating to secure ethical raw materials. For example, our brand is actively involved in lab-grown diamonds, which represent a more sustainable and ethical alternative in the luxury space.
As a woman leader, one of the key challenges is shifting the mindset—getting people to see that profit should not come at the cost of ethics. But I believe that when you’re transparent about your vision and mission, people respect it and are more willing to join you on that journey.
How do you integrate technology with human relationships to enhance procurement efficiency, while also addressing gender biases in vendor negotiations and leadership roles?
In today’s world, the best procurement strategies combine technology with strong human relationships. We use tools like vendor dashboards and data analytics to track performance metrics, which help improve decision-making. But even in this tech-driven era, personal connection remains essential—without it, procurement cannot be truly strong. I firmly believe that building trust with suppliers is still at the core of successful procurement. As a woman leader addressing gender bias in negotiation and leadership, I have learned that deep subject knowledge backed by data is the most powerful tool. When you truly know your area and come prepared, gender takes a backseat—because representation and expertise matter most.
How do you cultivate resilience and adaptability in your vendor base and procurement teams?
I believe in maintaining open discussions and continuous learning because the market is always changing. As a leader, I regularly share market insights with our vendors and collaborate on innovative ideas to keep moving forward and adapting. As a woman leader, I view challenges as opportunities to innovate and grow. Leading with empathy and transparency helps both vendors and teams stay agile and motivated in a dynamic market.
LAST WORD
To all emerging women leaders in procurement, my message is simple: Know your subject deeply so no one can undermine you. In this male-dominated society, your knowledge and expertise will be your wings. Embrace continuous learning because the luxury goods industry thrives on creative and unique perspectives. Focus on building yourself as a strong leader where empathy and confidence are just as important as hitting targets.
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