What’s in a name? The world of fast-moving consumer goods (FMCG) more than lives up to its moniker: from innovation to operation, the industry moves at a breakneck speed.
In Nepal, Vishal Group Executive Director Arpit Agrawal has worked hard to set a new pace for the country’s FMCG distribution system. By using the power of data and technology to optimize Vishal Group’s distribution operations, the company has achieved industry-leading levels of efficiency and scalability.
“I invite businesses everywhere to rethink growth not as expansion, but as inclusion, innovation and impact.”
Elsewhere, Vishal Group has built a strong reputation in manufacturing, from tires to craft beer, as well as banking and finance through its Nepal Industrial and Commerce Bank and Life Insurance Corp (LIC). That these milestones should come from Nepal shouldn’t come as a surprise, Agrawal tells The CEO Magazine.
“The emerging world isn’t catching up – it’s leaping forward,” he says. “At Vishal Group, we’re not simply distributing products, we’re building ecosystems.”
Building a modern company
Agrawal entered the family textile business in 2013, determined to realize his vision of a modern Vishal Group. The results of his efforts have set new standards globally: 20,000 employees and 60 companies across South Asia comprise today’s Vishal Group, and the company plays a key role in both the Nepalese economy and the nation’s society.
“We anchored our transformation in transparency, systems and people development,” he says. “The lines between distribution, retail and digital commerce are blurring. Consumers expect speed, personalization and availability.
“We’re investing in last-mile solutions, AI-led analytics and category development to stay ahead of demand curves.”
To achieve this heady result, Vishal Group has transitioned from systems that track to systems that think.
“From route optimization and predictive inventory to tech-assisted sales recovery, we’re using data not just for insights, but for automation and real-time action,” Agrawal says.
“At Vishal Group, we’re not simply distributing products, we’re building ecosystems.”
Such actions are implemented in subtle yet effective ways. A dedicated call center now proactively recovers lost orders when field reps are unavailable, minimizing revenue loss. Vishal’s sales teams are assisted by real-time market intelligence, while leaner stock models and data-led replenishment ensure fresher inventory, lower wastage and more agile supply chains across the board.
“We’ve built tech-enabled systems for real-time visibility across the value chain,” Agrawal says. “So inventory, sales, forecasting and fulfillment. Our mantra is discipline with agility.”
For Agrawal, leading the galvanized Vishal Group team comes down to clarity, empathy and accountability.
“I believe in setting a clear vision and then giving people the freedom to execute within that framework,” he says. “Growth comes from listening to customers, to the team and to the market. My approach to decision-making blends intuition with data.
“I weigh the long-term implications of every move and prioritize sustainable value creation over short-term wins.”
Sustainability and education
Sustainability is a key pillar of Vishal Group’s rise. The DNA of the company’s humble beginnings can be found in today’s laser-focus on both environmental and social considerations.
From solar-powered warehouses to plastic-neutral packaging pilots, every link of the lengthy Vishal Group supply chain plays a role in the company’s long-term responsibility.
“On the social front, our VG Foundation has impacted over five million lives through initiatives in education, healthcare and disaster relief,” he says. “We’re not here for one-time aid; we’re focused on transformative, long-term change.”
“We’re focused on transformative, long-term change.”
Education, in particular, is core to this vision. Vishal Group’s efforts in this regard are elevating Nepal’s talent pool.
“We believe digital access and learning opportunities are the strongest levers for breaking generational barriers and unlocking human potential,” he says.
Agrawal’s humanistic leadership approach also extends to Vishal Group’s partnerships, where mutual respect and transparency are always on the table.
“We don’t chase short-term deals. We focus on building partnerships that create shared value and longevity,” he says. “For every principal, we build a three-year strategy with measurable commitments.”
“Decide with what you know, not what you hope to know.”
It’s been many years since Agrawal received the piece of advice that changed his life, but its power sent shockwaves that are still felt across Nepal today.
“‘Decide with what you know, not what you hope to know,’” he recalls. “It’s helped me stay agile and act with confidence, even when outcomes aren’t guaranteed.”
And the success story that is Vishal Group isn’t limited to Nepal, Agrawal insists.
“I invite businesses everywhere to rethink growth not as expansion, but as inclusion, innovation and impact,” he concludes.
