In the competitive, high-stakes world of global FMCG exports, the margin between success and failure often lies in an organization’s ability to synchronize efficiency with quality while maintaining profitability. It is a space where supply chain resilience, operational discipline, and commercial foresight converge and where the cost of misalignment can dismantle even the most established companies. At the heart of navigating this complexity is Suminda Vithana, General Manager , Commercial & Operations at Enrich Tea & Food Exports Pvt. Ltd., whose leadership embodies the integration of strategy, discipline, and vision. For him, operational strength and commercial agility are not separate priorities but interconnected forces that fuel sustainable growth.
At Enrich, Suminda leads a portfolio of responsibilities that cover manufacturing, supply chain, and commercial operations, three domains that often function in isolation within traditional organizations. His approach, however, is defined by alignment. Rather than measuring departments by siloed outcomes, he drives them toward interdependent performance that advances the company’s overall strategic objectives. The power of this model lies in his ability to view the enterprise holistically, shaped by a strong background in finance and extensive experience in both blue-chip and multinational organizations. For Suminda, the ultimate measure is not whether a department achieves its isolated goals but whether every function contributes meaningfully to the company’s P&L, shareholder value, and long-term sustainability.
He has implemented deliberate mechanisms to ensure that alignment becomes an operational reality. Procurement, production, logistics, and commercial teams are evaluated through integrated KPIs that force interdependence rather than rivalry. Strengthened systems and reporting structures create a single version of truth, allowing conversations to shift from defending individual performance to solving problems collectively. Cross-functional collaboration is institutionalized through joint reviews, planning sessions, and aligned incentives. These practices, he explains, are not just frameworks but cultural reinforcements. “True growth is not achieved when functions excel individually, but when they move in alignment multiplying their impact across the organization and giving Enrich a stronger competitive edge globally,” he notes.
This philosophy is critical in the FMCG export sector, where competition is relentless. Buyers demand cost efficiency, global consumers insist on uncompromised quality, and internal
stakeholders seek consistent profitability. Navigating these often-conflicting demands requires not just operational dexterity but also disciplined principles of decision-making. Suminda outlines three that guide him: sustainability of value, financial integrity, and quality as a strategic investment. He firmly rejects cost-cutting initiatives that deliver temporary relief but erode long-term brand equity or resilience. He insists on rigorous financial modeling before committing capital, ensuring that every investment strengthens rather than destabilizes the enterprise. And above all, he sees quality not as an expense but as the cornerstone of the company’s reputation. “For Enrich, product quality is not a cost center, it is the core brand promise. In exports, trust is earned through consistent excellence,” he emphasizes.
It is a philosophy that has allowed Enrich to build enduring relationships across 27 international markets, defend itself against commoditization, and maintain pricing power in categories often defined by aggressive cost competition. For Suminda, these are not abstract ideals but measurable competitive advantages. Quality, when protected as a strategic investment, sustains trust, reinforces pricing strength, and creates the foundation for innovation.
The role of technology has become equally central in his leadership journey. Unlike organizations that see digital tools as optional add-ons, Suminda has positioned technology as a strategic enabler of growth. Enrich has embarked on a structured digital transformation journey, laying the foundation for ERP platforms and integrated dashboards that enhance visibility across procurement, production, logistics, and delivery. By integrating systems and standardizing processes, the company has eliminated blind spots, accelerated decision-making, and created the foundation for predictive capabilities. Automation initiatives are being progressively introduced, improving lead times, scalability, and safety. The roadmap ahead involves embedding broader automation into workflows, enabling Enrich to scale without compromising efficiency.
Beyond systems and hardware, the company has built capability in data-driven insights. Forecasting, scenario planning, and risk anticipation are becoming embedded into everyday decision-making. This transition from a reactive to a predictive supply chain has strengthened the company’s resilience against disruptions an essential trait in today’s volatile global environment. “Technology is not just a tool it is a bridge between ambition and delivery,” Suminda explains. For him, the long-term vision is clear: operational excellence reinforced by digital transformation that positions Enrich as an agile, globally competitive FMCG exporter.
Behind every strategy lies the personal journey of a leader. For Suminda, his most defining leadership experience came during a period of large-scale transformation under intense pressure. The organization he was leading needed to achieve ambitious targets in cost reduction, operational efficiency, and governance. Yet, the hardest challenge was not hitting the numbers
it was leading people through uncertainty, aligning them behind change, and sustaining morale when the path forward was unclear. That experience reshaped his view of leadership. Authority, he realized, could secure compliance, but it could never secure genuine commitment. Inspiration,
trust, and values had to be the anchors of transformation. Adaptability became his measure of leadership strength. Change was not an optional strategy it was often the only viable path. But he also learned that amid volatility, principles and integrity must remain unshaken. “Authority may secure compliance, but only inspiration builds commitment,” he reflects, capturing the philosophy that now defines his leadership.
Enrich Tea & Food Exports is today a testament to the power of such leadership. Founded in 2008 with roots in Sri Lankan tea, the company has diversified into premium rice, spices, coconut-based products, and ready-to-eat meals. Its footprint now extends to more than 27 countries, and its reputation is built on consistency, quality, and innovation. Yet, for Suminda, the company’s next chapter is even more ambitious. He envisions Enrich as a globally admired FMCG brand that represents Sri Lanka’s heritage while leading with innovation and sustainability. To support this vision, he focuses on three strategic priorities.
The first is to embed digital transformation as the backbone of growth. ERP, predictive analytics, automation, and AI-powered insights will drive agility, transparency, and competitiveness in fast changing export markets. The second is to ensure sustainable global growth. This means embedding ESG principles into every aspect of operations, from responsible sourcing and renewable energy adoption to waste minimization and circular packaging. Sustainability, he insists, will not be an afterthought but a differentiator. The third is to cultivate future leaders. For him, legacy is not defined by personal achievements but by the leaders he leaves behind individuals with a global mindset, ethical grounding, and sensitivity to local realities.
His ambition, however, extends beyond Enrich. He seeks to redefine what Sri Lanka’s FMCG export industry stands for. For too long, he argues, the country’s exporters have been measured primarily on cost competitiveness and volume. His vision is for Sri Lanka to compete on innovation, ethics, and brand dignity. “I want future Sri Lankan entrepreneurs and leaders to hold as standard the balance of courage with responsibility, ambition with discipline, and success with integrity the same standard I commit myself to,” he affirms.
Guided by a philosophy of alignment, discipline, and foresight, he has helped position Enrich for sustainable global growth. He also advocates for a broader transformation in Sri Lanka’s export mindset, shifting from volume-driven competition to value-led excellence built on trust, innovation, and quality.
Under Suminda Vithana’s leadership, Enrich Tea & Food Exports has enhanced its manufacturing and supply chain capabilities, creating a more agile, efficient, and performance-driven
organization that supports global competitiveness. His ability to align operations, protect quality as a strategic advantage, and drive digital transformation reflects a mindset that is both
ambitious and disciplined. More importantly, his leadership represents the kind of mindset Sri Lanka urgently needs: bold yet grounded, innovative yet ethical, global in
ambition yet anchored in values. With leaders like him steering its course, the future of Sri Lanka’s FMCG exports looks not only competitive but transformative ; a story of resilience, credibility, and vision that resonates far beyond borders.