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Published on March 4, 2024
Explore Sara's journey through the evolving landscape of hospitality procurement, where her strategic mindset and leadership have fostered growth and sustainability.
We are honoured to feature Sara in this edition of our magazine, a seasoned professional who has made significant contributions to the field of procurement and supply chain management within the hospitality industry. Currently serving as the Purchase Manager for Suba Group of Hotels, Sara has been instrumental in overseeing all operational and project-related procurement activities since 2015, in collaboration with her esteemed colleagues, Mr. Pradeep Dubey and Mr. Majaz. Boasting an impressive tenure of over 15 years in supply chain management, Sara's journey began in Chiplun, where she completed her education with a diploma in electronics. Her transition to Suba Group marked a pivotal moment in her career, providing her with the opportunity to further her education in the management stream. Presently, Sara is pursuing an MBA in Supply Chain Management, underscoring her commitment to professional growth and excellence in her field. Her insights and experiences are sure to enrich our understanding of the intricacies of procurement and supply chain management in the hospitality sector.
Can you provide an overview of your experience in procurement and supply chain management, particularly within the hospitality industry?
My journey in procurement and supply chain management has been thoroughly enriching and educational. The dynamic nature of procurement offers a continuous learning opportunity, as predicting vendor behaviour during negotiations remains a complex challenge. Transitioning from the manufacturing sector to the hospitality industry in 2015, I embarked on this path as a novice. Since then, I have dedicated myself to acquiring new knowledge daily. Participating in sessions such as this Q&A is also part of my learning process. In the hospitality industry, the roles of procurement and supply chain management are vital for the seamless functioning of hotels, restaurants, and similar establishments. Key areas of focus for me have been vendor management, inventory control, and cost optimization.
As the Purchase Manager at Suba Group of Hotels, what initiatives do you employ to ensure timely and cost-effective procurement of goods and services while maintaining quality standards?
My approach involves a multitude of strategic initiatives aimed at enhancing our procurement operations, always in collaboration with my team. These strategies encompass Supplier Relationship Management (SRM), centralising purchases for branding purposes, implementing new technologies or software, and engaging in forecast planning complemented by systematic logistics. Whether it pertains to operational or project-based purchases, our priority remains on sustainability and quality assurance. For instance, ensuring the consistent quality of amenities across all properties, regardless of variations in local vendors, exemplifies our commitment to maintaining high standards.
How do you approach vendor selection and management to ensure strong partnerships and reliable supply chains for the hotels under the Suba Group?
Vendor selection and management are critical to fostering strong, reliable partnerships and ensuring a dependable supply chain for the Suba Group. Our criteria for vendor selection are based on their historical performance, capability, and product or service knowledge. Principles such as regular communication, transparency, and a mutual commitment to continuous improvement guide our vendor relationships. For example, when upgrading our CCTV systems from SD to HD in our Mumbai properties, we opted to continue with our existing trusted vendor, emphasising the importance of trust, security, and accountability over exploring new vendor relationships.
Suba Group likely operates multiple hotels with diverse needs. How do you prioritise and coordinate purchasing activities to meet the unique requirements of each property?
Prioritisation and coordination of purchasing activities begin with a comprehensive analysis of each property's specific needs, considering factors such as location, environment, and logistics. I maintain regular communication with local store personnel, leveraging a mix of centralised and decentralised purchasing strategies to address the diverse needs effectively. For example, to minimise transport costs and breakage risks, we source fragile items like tea and coffee mugs locally, demonstrating our adaptability and strategic planning in procurement practices.
As a woman in a leadership role within the hospitality industry, what achievements are you most proud of, and how have they contributed to your personal and professional growth?
Transitioning from the manufacturing sector to a service-oriented industry presented a significant learning curve. The faith my supervisor, Mr. Mansur Mehta, placed in me to navigate this transition has been instrumental in my growth. Over nearly a decade in supply chain management, I've observed the underrepresentation of women in leadership roles within this field. Successfully leading new building projects and managing teams of contractors and vendors has not only been a source of professional pride but has also highlighted the importance of diversity and inclusion in leadership roles.
Collaboration with other departments, such as operations and finance, is crucial in procurement. How do you ensure alignment and communication to meet the overall goals and objectives of Suba Group?
Effective collaboration hinges on maintaining clear and consistent communication across all departments. By ensuring smooth operations in invoicing, payment follow-ups, and purchase order management, we foster a cohesive environment. My role as a coordinator is vital as the Suba Group expands, necessitating seamless interaction with accounts, stores, and operational teams across properties. Mastery in communication, whether through emails, WhatsApp, or Zoom meetings, is essential for aligning our procurement objectives with the broader organizational goals.
In a rapidly changing industry, how do you stay informed about market trends, supplier capabilities, and technological advancements to enhance the efficiency and effectiveness of procurement processes within Suba Group of Hotels?
Staying abreast of industry developments is a priority for me, achieved through attending relevant exhibitions, conducting market research, and fostering new vendor relationships. Analysing past purchase data, engaging with vendors, and participating in vendor meetings are key components of our strategy. Soliciting feedback from end-users post-implementation and monitoring vendor performance are critical for enhancing our procurement processes' efficiency and effectiveness.
Women's Day is a celebration of women's achievements and contributions to society. Looking ahead, what are your hopes and aspirations for the future of women in leadership roles within the hospitality industry, and how do you envision continuing to make an impact in your role at Suba Group of Hotels?
As a female Purchase Manager, I anticipate and currently experience equal opportunities for leadership within my organisation, which upholds a culture of respect and equality regardless of gender. Nonetheless, I recognize the challenges women often face, particularly in balancing professional opportunities with family and childcare responsibilities. Overcoming these barriers requires a commitment to skill enhancement, higher education, and effective family management. It's imperative that organisations support gender equality, empowering women to pursue leadership roles unencumbered. As we celebrate Women's Day, my aspiration is for continued progress towards gender parity in leadership within the hospitality industry and beyond.
This Interview is Published Exclusively in HospitalityNews.in.
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Published on August 1, 2025
In conversation with Hospitalitynews, Sidh N.C., Co-Founder and Managing Director of QNA International, offers an exclusive look into how the 12th Annual MILT Congress is set to redefine the outbound travel narrative for India.
The event was held from 24 to 25 July 2025 at Taj Cidade de Goa Horizon, MILT 2025 isn’t just another luxury travel summit. As Sidh puts it, “We’ve redesigned the event to create a strategic ecosystem where India’s top corporate buyers engage directly with the world’s most visionary travel and hospitality brands.”
The conversations at MILT 2025 revealed a clear shift in what luxury means to indian outbound travelers. It is no longer confined to opulent hotels or grand venues. Today's high value indian traveller seeks depth, intention, and emotional connection in their journeys.
From Gen Z-driven aspirations to immersive spiritual getaways, the Indian traveller is evolving rapidly. In this compelling discussion, Sidh outlines how the outbound market is no longer about checklists and sightseeing, but emotional value, hyper-personalisation, and authentic storytelling.
Social media emerged as a major driver of outbound travel decisions, especially among millenials and Gen Z. MILT 2025 highlighted how platforms like Instagram and YouTube are influencing not just where people travel, but why. Travel content creators, Vloggers, and digial storytellers are the new age travel agents offering immersive glimpses into destinations that were once discovered through brochures
With nearly 40% of outbound trips now business related, MILT Congress is becoming the axis where leisure meets innovation, and where destinations across Asia, Europe, and the Middle East position themselves not just to attract but understand the Indian mindset
He dives into the growing influence of Tier 2 and Tier 3 cities, the rise of women-led travel, and the seamless merging of technology, sustainability, and cultural connection.
What’s coming next? A travel revolution driven by meaning, not just mobility—where every booking is a story and every destination a deeper experience.
Want More?
You can explore the full in-depth interview and exclusive coverage in the August edition of Hospitalitynews—available both on our website and as a beautifully curated print magazine. Don’t miss your chance to engage with the future of travel, one conversation at a time.
In a world where real estate is often seen as a numbers game, Dinesh Yadav, Founder and Managing Director of Fine Acers, is rewriting the rules. In an exclusive feature with Hospitalitynews, Dinesh shares how his brand is pioneering a new kind of investment, one where returns meet relaxation, and assets double as family getaways, wellness retreats, and legacy spaces.
Through Fine Acers and its collection of thoughtfully designed resorts, Dinesh is turning the traditional real estate model on its head. What makes his vision stand out? It’s the ability to offer more than just appreciation, it’s about creating value that’s deeply personal and profoundly profitable.
What if your investment could host your next family celebration?
What if it could be both a peaceful retreat and an income generator?
In this engaging discussion, Dinesh walks us through the inspiration behind the branded resort investment model, an idea born from observing global trends and Indian investor behaviour. As he points out, second homes in India have long existed, but they often come with challenges. Fine Acers addresses these pain points by offering fully managed, premium properties that balance lifestyle aspirations with stable returns.
From the rise of wellness tourism to the increasing demand for senior-friendly and destination wedding-ready spaces, Fine Acers is tapping into what modern investors truly seek,purposeful ownership. Backed by the post-pandemic travel revival and changing mindsets, this is more than a trend; it’s the evolution of real estate itself.
It was a thought-provoking conversation with Dinesh Yadav, one that sheds light on how emotional connection and financial intelligence can coexist in modern investments.
Discover the complete interview in the August issue of Hospitalitynews, now available on our website. Don’t forget to grab your physical copy to explore more inspiring stories that are shaping the future of hospitality and living.
In the ever-evolving world of hospitality and wedding planning, few names have made as bold and rapid an impact as Pawan Gupta, the Co-Founder and CEO of The Wedding Company. In an exclusive conversation with Hospitalitynews, he takes us behind the scenes of the brand's journey, right from its inception as Weddings by Betterhalf to its present transformation into a full-fledged luxury wedding platform scaling toward a $10 million milestone.
With over 50 Indian cities and international hotspots like Bali and Phuket in their portfolio, The Wedding Company is not just planning weddings, it’s revolutionizing the way they happen. In this candid exchange, Pawan unpacks the brand’s proprietary software, automation strategies, AI-powered planning, and most importantly, the human touch that turns each celebration into a heartfelt experience.
Pawan answers these and more, offering deep insights into vendor matchmaking, hospitality-first execution, global partnerships, and the emotional intelligence required to manage culturally rooted celebrations. With a strong foundation in tech and a team trained in warmth and precision, The Wedding Company has become a force to reckon with scaling love, memories, and moments across continents.
This feature captures a rare glimpse into the mind behind a fast-scaling wedding empire. The blend of structure, soul, and strategy discussed here is bound to inspire entrepreneurs, hoteliers, and dreamers alike.
It was a great conversation we had with Pawan Gupta, one that beautifully highlights how hospitality and innovation can create unforgettable celebrations.
Catch the full interview in the August issue of Hospitalitynews Magazine, available now on our website and grab your physical copy to explore more inspiring stories from the world of hospitality and beyond.
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