Driving Diversity – Women at the Helm

The advocacy for Women @ Work has resonated across all sectors, igniting a fervent call for change. While the seeds of change are already sprouting, the pace of growth needs to be aggressive. Both globally and within India, we have enough and more inspiring tales of women taking charge and leading their organizations with unparalleled grace and skill. The traditionally male-dominated domain of supply chain management has undergone a notable shift, welcoming remarkable women into pivotal roles, whether in strategic decision-making, warehouse management, or ensuring seamless last-mile deliveries. Our featured Cover Story delves into this compelling paradigm shift, showcasing women’s ascendancy to the driver’s seat in the supply chain domain. Additionally, this section offers the perspectives of leading change agents committed to fostering diversity and inclusivity within organizations, ensuring environments where women thrive with safety and motivation.

Women have made a strong comeback to the supply chain workforce in 2023, with gains at nearly every level of leadership, according to a survey by Gartner, Inc. The advances were particularly prominent at the C-Suite and executive level, where 26% of those roles (CSCO, SVP, EVP, CPO) are now filled by women, an all-time high and up from 19% in 2022. The survey showed that women now make up 41% of the supply chain workforce, up from 39% in 2022. However, frontline representation continues to lag, with women filling just 31% of these roles. “It’s particularly encouraging to see women make gains at the senior executive level, as we know that when a woman holds the top supply chain position this has a positive correlation with more women in leadership and in all roles through that organization,” said Caroline Chumakov, Director Analyst, Gartner Supply Chain Practice.

A SUSTAINABLE COMEBACK?

An increase in organizational goals around gender equality since 2020, as well as growth in the number of supply chain management owned initiatives are clearly having a measurably positive impact on women in supply chain. The data suggests a virtuous cycle is possible as more women reach top leadership roles in their supply chain management  organizations, with a clear finding this year that a woman in the senior-most role leads to more women in leadership and all roles within the organization.

“This connection between female leaders and the effect on women in the workforce has positive implications for how supply chain leaders can better design their efforts to improve representation of women in supply chain,” said Chumakov.

FRONTLINE CHALLENGES REMAIN

Chief Supply Chain Officers (CSCOs) routinely report challenges with attrition broadly at frontline roles in manufacturing and logistics, particularly when compared to roles at desk-based jobs. The ability to attract more women to frontline roles—and especially in leadership roles in the physical operations ranks—could form a material competitive advantage over those who are unable to do so.

Providing flexibility was the most effective initiative in attracting and retaining women to frontline roles, significantly outperforming other areas such as benefits, employee engagement programs and even a focus on pay equity. However, only 41% of supply chain leaders had implemented an initiative dedicated to workplace flexibility at their organizations. “There remains a mismatch between employers’ fears of chaos and instability as a result of workplace flexibility policies and the realities of what we see in our research and case studies of successful supply chain organizations. What we see in our research is that flexibility is benefiting both the organization and their female employees,” said Chumakov.

Drawing inspiration back home, in a move that's testament to gender parity across workplaces, Dabur India has set up an all-women production line with 100% women employees at its largest-ever greenfield plant near Indore. In this first-of-its-kind development, a crew of 20 women are engaged in the production of Dabur's range of Vatika Hair Oils – a range of products 'Made by Women, for Women'. The move is part of Dabur's efforts to build a more diverse workforce and promote women empowerment in the manufacturing industry. The company will be further expanding this initiative with the inclusion of 30 more women in its factory workforce, going forward.

This all-women production line has been established at Dabur's Rs 550-crore greenfield manufacturing unit being set up near Indore in Madhya Pradesh. This line has been established to meet the growing demand for its range of natural personal care products, particularly hair oils. This line has a capacity to produce over 2.5 million packs per annum and will be operating in 3 shifts.

"Our groundbreaking move is not just a powerful statement for gender equality and women's empowerment in the workplace, but also serves as a shining example of breaking stereotypes and providing equal opportunities. This unit exclusively produces a range of hair care products designed by women, produced by women, for women. This unique approach ensures that the products cater to the diverse needs and preferences of the female consumer base, fostering a strong sense of connection between the brand and its consumers. And in the process, this unit is also significantly contributing to economic independence," Rahul Awasthi, Global Head of Operations, Dabur India Ltd., said. The introduction of an all-women workforce, Awasthi added, has proven to be a catalyst for higher productivity, enhanced team cohesion, exceptional efficiency, attention to detail, and commitment to quality, translating into a 10% increase in the factory's overall productivity.

Since September 2023, Flipkart has been actively hiring women for fulfilment and sortation centres in Haryana. Amazon India also recently announced the launch of Women in Night Shifts (WINS) at one of its large Sort Centre in Haryana. In addition to Amazon’s existing initiatives, WINS is designed to provide a safe and supportive work environment for women, ensuring equal opportunities for both men and women to work in various shifts, and championing inclusivity for all.

In some states in India, regulations prohibit the employment of women in night shifts in warehousing operations facilities primarily stemming from concerns about women's safety and wellbeing. Amazon India has actively engaged with state governments to advocate for equal work opportunity for all. Through dedicated efforts and collaboration with authorities, the company has successfully enabled night shift operations for women across select sites in Tamil Nadu, Rajasthan, Gujarat, Maharashtra, Karnataka, Uttar Pradesh, Telangana, Punjab, and now, in Haryana.

These efforts align with the broader objective of increasing the representation of women in blue-collar roles within the industry. Flipkart boasts a workforce comprising close to 30% women in its supply chain, including last-mile delivery roles. The company reportedly has over 800 women currently working night shifts across various locations in Haryana. Zomato also boasts over 2,000 female delivery partners nationwide. Presently, women constitute approximately 10% of the overall workforce in e-commerce companies. However, this figure is expected to see a significant uptick, with projections indicating a 25% growth in the size of the women workforce in the industry by 2024.

THE TRAILBLAZERS

While working on the Women @ Work Cover Story, we received an interesting report by Reuters which honored Trailblazing Women 2024 In Supply Chain. We picked up few of the most impressive and thought-provoking insights of winners for others to get inspired and take challenges head on-

Andrea Fuder, Executive Vice President, Chief Purchasing Officer, Volvo Group, in Reuters’ report, was quoted as saying, “Investing in women and unleashing the potential of diversity is not just the right thing to – it’s also a clear business driver for Volvo Group. We are a people centric company, where all individuals can contribute and thrive to their fullest potential! I’m proud to lead our Purchasing team, with over 40% women, in building an ecosystem of supply partners to shape the world we want to live in!”

Karen Jordan, CSCO, PepsiCo, “Seeing is believing. Women need to see the opportunities that exist for them at all levels of any organization. At PepsiCo Beverages, we use our scale to ensure that women have the vision to see how they can thrive in any role from frontline to leadership.”

Kathryn Wengel, Chief Global Supply Chain Officer, Johnson & Johnson, “Women are catalysts for creating healthier people, healthier communities and a healthier world, and I’m proud of the work we’re doing to advance women’s leadership in the fields of science, technology, engineering and manufacturing, and to inspire and develop the next generation of leaders."

Taking a leaf from these awe-inspiring quotes, we reached out to women professionals in supply chain and dived deeper into the changing dynamics of Women @ Work. Here’s what they said…

Women in supply chain management used to be rare. However, inspiring stories of women leaders like you in this field are changing that narrative, inspiring others to join. Could you share your journey into supply chain and a message for women professionals?

Aarti Garde, Sr. Team Leader – Supply Chain Analytics & Digitalization, Elanco Innovation and Alliance Centre India, IAC: I began my journey in the supply chain industry as an eager engineering graduate, taking on the role of a planning analyst for Johnson & Johnson's medical devices business. This experience was instrumental in providing me with a comprehensive understanding of supply chain planning. I was fortunate to be under the guidance of exceptional leaders and mentors who encouraged me to further my education with an MBA.

After 3.5 years in the corporate world, I pursued my PGDM from the Goa Institute of Management. This further broadened my perspective, teaching me how the supply chain is interlinked with other organizational functions.

Following my post-graduation, I joined Elanco in 2018, which was then a division of Eli Lilly, and have been part of this organization for the past six years. I embarked on my career at Elanco as a Demand Analyst and also played a pivotal role in the SAP Integration Project after our acquisition of Bayer Animal Health, serving as the Integration Process Owner for Demand Planning and Deployment. Today, I am proud to lead and develop the Supply Chain Analytics and Digitalization Team. Our team focuses on statistical forecasting, inventory analytics, Six Sigma and digital projects and business processes. In 2021, I also achieved my APICS CPIM certification.

In my decade-long career, I have primarily focused on planning and analytics. As I look towards the future, I am keen on delving into the manufacturing side of the business. I believe this will allow me to better understand the processes and intricacies involved, thereby enhancing my holistic understanding of the supply chain. To all the professionals out there, my message is straightforward:

• Love what you do. Passion is a driving force that can propel you to great heights.
• Focus on the impact you are making within your organization. It's not just about the role you play, but the value you add.
• Clearly define and work towards your essential wins, development goals, and career plan.
• Seek out mentors and maintain regular connect with them. Their guidance can be invaluable.
• Keep your mentors, seniors and leadership team informed about your career aspirations.

If you adhere to these principles, success is not just a possibility, but a certainty. And remember, always strive to broaden your horizons and seek out new learning opportunities. The more diverse your experience, the more well rounded and adaptable you become. This adaptability is crucial in today's ever evolving business landscape.

Pooja Malik, Head – Leasing, Horizon Industrial Parks: Throughout my career, I've remained rooted in the real estate sector and have been driven by the desire to expand my knowledge across various business functions within the industry.

In my initial years, I contributed to the growth and development functions of retail giants such as Carrefour, Walmart India, and Decathlon Sports India, with a focus on expansion and business development strategies. From there, in a natural transition to a higher leadership role, I took on the position of Senior Vice President – Leasing, IndoSpace, learning all about the logistics real estate sector here. Progressing from a regional to a national head of leasing at Horizon Industrial Parks, I've continued to evolve and learn in this dynamic field and hope to continue in the coming years.

As a woman in this field, I've always believed in the power of hard work and competence, allowing my abilities to speak for themselves. I firmly believe that dedication and capability are the true keys to success. Secondly, and perhaps most importantly, establish a supportive ecosystem that nurtures your career and ambitious goals, allowing you to focus your energy on activities that directly contribute to your success. This means effective delegation both at home and in the workplace.

Himani Kanwal, Senior Principal, Miebach Consulting GCC: I chose supply chain because it was a wonderful intersection between engineering and management which worked well for me to leverage my strengths. I never viewed it from a gender point of view. And that’s what I would recommend to all young women also. Find your strengths and interests and then a job/role/startup that helps you leverage those. Skills are not gender based; else world’s best Chefs won’t mostly be men.

Dr Seema Narera, FMCG Vertical Head, South Asia, Maersk: I started my journey in Supply chain with Unilever, while working in the front-end supply chain and managing Order to Cash process. Since then, I moved across different legs of supply chain leading Demand Planning, Supply Planning, procurement, WnD, etc. Today I am heading South Asia FMCG vertical for Maersk Integrated logistics. Please note that traditionally people confuse supply chain with only trucking, running factory operations or managing “godowns” while today supply chain is a vast function which is increasingly getting automated, safe and transparent. There is a plethora of opportunities in demand planning, procurement, vendor management in addition to traditional logistics. Also, with businesses relying more and more on supply chain to drive competitive advantage for their businesses, there is a need for smart multitaskers and not just execution specialists in this field. I would highly urge women to consider Supply Chain as a career option and delve deeper into it before cancelling it out as “Not for Women” work.

Why do you think women tend to avoid supply chain careers? How can companies address these barriers, and do you see the situation improving?

Aarti Garde: Historically, the supply chain industry has been male dominated, a trend largely attributed to misconceptions about the nature of the field and the lack of visibility of successful women in this sector. Many women may not choose supply chain as their career path due to a limited understanding of what the field entails, often perceiving it as purely operational or technical, and overlooking the strategic and managerial aspects. However, I'm witnessing a significant shift in this landscape. More and more women are exploring careers in supply chain, breaking barriers, and making their mark in the industry. This is a promising trend that showcases the evolving dynamics of the field.

Corporations can further accelerate this change by taking proactive measures. They can foster an inclusive culture that values diversity, ensuring that their policies support women in the workplace. Promoting the diverse roles within the supply chain industry is another crucial step. By highlighting the strategic, analytical, and managerial aspects of these roles, companies can appeal to a broader range of talents, including women. Mentorship programs can also play a significant role. Pairing aspiring women professionals with established leaders in the field can provide valuable guidance, support, and role models, encouraging more women to consider careers in supply chain.

Moreover, educational institutions can contribute to this change. By integrating more supply chain-related subjects into their curriculums, especially in engineering and business courses and organizing guest lectures they can provide students with a comprehensive understanding of the field, thereby encouraging more women to consider this as a viable and rewarding career path.

Pooja Malik: One of the probable reasons behind women not choosing supply chain previously and even to some extent presently as their preferred career stream is safety concerns in warehousing locations. Factors such as distance, transportation issues, and the inability to take up late-night shifts due to security concerns pose barriers for female employees. While gated parks provide a level of safety within the premises, they don’t extend beyond the gates when the employees commute home.

On the other hand, last-mile delivery roles, situated within cities, are more conducive to employing women. In recent times, there has been a growing realization that women are good workers. They work hard, stick with their jobs, and don't quit easily. This is beneficial for businesses because it costs time and money to train new employees, so it's better when people stay in their jobs. To address these barriers, corporates can focus on enhancing safety measures, providing transportation facilities, and offering flexible working hours to accommodate the needs of female employees. Moreover, promoting a culture of inclusivity and actively encouraging women to pursue careers in supply chain through targeted recruitment and retention strategies can contribute to further improving gender parity in the sector.

Himani Kanwal: I believe the stereotyping around supply chain is the reason more women are not picking supply chain managemen as a career option. Organizations need to make changes to ensure these stereotypes are broken. We need more women at leadership roles. We also need to encourage senior women leaders need to support the younger ones thru mentoring and sharing of own experiences. Young girls should find safe space to voice concerns and get them addressed. While some of these things are taking place as we speak, the pace is frustratingly slow. We need more urgency in this agenda with visible movement across the industry.

Dr Seema Narera: Like I said, traditionally supply chain is viewed as running operations in far-flung areas where godowns and factories are established. Due to lack of accessibility and infrastructure, these places were considered unsafe for women to work in, which ultimately became a deterrent for women as well as businesses to see them as possible work option for women. However, now infra is rapidly getting better. Physical and network accessibility improvement has made the areas safer. Businesses are also making conscious efforts to define Safe travel SOPs, provide company monitored and managed transport while also driving gender diversity in hiring agenda. Also, today, as we have some women leaders rising to the top in supply chain function, more women would get encouraged to make supply chain a career option without worrying about growth options.

Diversity and inclusion have become one of the key corporate strategic pillars. How is it shaping up in the supply chain and logistics domain?

Aarti Garde: In the supply chain and logistics sector, diversity and inclusion are paving the way for innovation and improved decision-making. Diverse teams bring a wealth of perspectives, sparking creativity and comprehensive problem-solving. Moreover, an inclusive culture attracts a broader talent pool, essential in an industry often facing talent shortages.

However, we must recognize that the journey towards true diversity and inclusion begins at the educational and knowledge level. While many organizations are committed to their D&I initiatives, the challenge often lies in the lack of diverse applicants. This is where educational institutions and early career guidance play a critical role. By promoting supply chain and logistics as a viable career path to a diverse student population, we can ensure a more balanced pool of applicants.

Additionally, organizations can proactively reach out to underrepresented groups through career fairs, internships, and mentorship programs. This not only increases awareness about the opportunities in the sector but also demonstrates the organization's commitment to diversity and inclusion. In essence, while we are making strides in fostering a diverse and inclusive environment, the journey begins much earlier. We need to ensure that the path leading to our industry is accessible and appealing to all.

Pooja Malik: At Horizon, we prioritize capability and skills above all else. We hold a positive bias towards women with equal qualifications, ensuring a fair and inclusive workplace. Further to make our workplace safe, healthy, and supportive, we have internally established a POSH cell, which I personally lead to guarantee a thriving environment for our female employees.

With three of our nine leadership members being women, Horizon demonstrates its commitment to diversity. Additionally, we sponsor skill development initiatives for all employees, including women, and foster networking through our Women's Mentorship program, connecting them with women leaders across various industries for valuable exchange and growth opportunities.

Himani Kanwal: Supply chain functions have a lot to catch up on in the coming time. The average no of women in supply chain management functions usually ranges from 10-12% compared to 30-35% in finance or marketing. Some organizations have made progress to hit 30% in supply chain after years of efforts. We need more focus from the corporates on female talent in supply chain.

Dr Seema Narera: There is a diversity agenda drive for increasing women workforce across levels in supply chain. Some interesting developments are occurring because of that. The warehouses are being designed to have infra which is conducive for women to work. Necessities like ladies’ washrooms were not available in earlier days. While now we have an example of “Pink Warehouses” where every single job is being done by a woman. Maersk inaugurated one such warehouse last year in Dadri. Similarly, there are Pink Multiplexes, Pink QSR stores, etc., which are making bold statements that women can handle every single job at any hour of the day/night and run a very successful business operation.

Moving towards a more inclusive supply chain ecosystem, how can women break the biases, address challenges, and build support systems for each other in this evolutionary journey?

Aarti Garde: In the journey towards a more inclusive supply chain ecosystem, women can break biases and build support systems through a combination of clarity, communication, and organization culture. Having clear career goals and voicing these ambitions is crucial. When women articulate their aspirations and seek support, they not only pave the way for their own advancement but also set a precedent for their colleagues.

An organization's culture plays a significant role in this process. A culture that encourages open dialogue, values diversity, and supports career development can help women overcome challenges and biases. As women receive support, they are often inspired to extend the same to their colleagues, fostering a cycle of empowerment. Lastly, it's essential to remember that no goal is unattainable. With determination, support, and a conducive work environment, women can break through barriers and contribute significantly to an inclusive supply chain ecosystem.

Himani Kanwal: I believe women should focus on 3 areas – 1) Build sponsors amongst senior leaders in the organization; 2) Support other women at work be it their peers, junior or seniors. Build your community and support system at work; 3) Call out biases more openly at workplace especially in instances of micro aggression.

Dr Seema Narera: Women in supply chain need to vocalize their stories to other aspiring youngsters to encourage them to join supply chain ecosystem. Also, existing women need to vocalize their needs to organizations to make a more conducive work environment for future. Senior leaders should encourage newcomers to take risks, try unconventional roles which prove a support system and fall-back plan. Unless we try, we will not know what all is possible in breaking these barriers.

What steps can organizations take to empower women in supply chain?

Aarti Garde: To empower women in the supply chain industry, organizations can start by offering mentorship programs to college students, providing early exposure to the industry and guidance. They should also cultivate an inclusive culture, addressing biases and valuing every contribution. Policies that support career advancement, such as equal opportunity initiatives and flexible work arrangements, are essential. Finally, ensuring women's representation in leadership roles can inspire and motivate others, showing what's achievable in this field.

Pooja Malik: To empower women in the supply chain, organizations can take several proactive steps. Firstly, they can invest in improving infrastructure, especially connectivity to warehousing parks from urban areas, and provide better public amenities to ensure safe access for female employees. However, I do not advocate for implementing reservation quotas as a quick-fix solution. Instead, fostering an organic and inclusive environment through initiatives such as targeted recruitment, mentorship programs, and leadership development opportunities can create a more sustainable approach to gender diversity and empowerment in the supply chain.

Himani Kanwal: It’s often seen that organizations measure men and women on different standards. While men are measured and promoted on potential, women must demonstrate multiple cycles of success for the same promotion. There are more doubters than sponsors for women. Women are expected to meet a much higher standard of performance. This needs to be addressed at the earliest possible.

Dr Seema Narera: Organizations need to make gender neutrality not as a Code of conduct but as a part of day DNA of the company. It starts with basics like gender neutral language, encouraging diverse interest in team while planning team connects, meetings, offsites or travels. Showcasing their women workforce to the front to attract more women and a healthier gender mix across levels.