“More than any other discipline, supply chain is a collaborative sport which represent huge, complex, and dynamic ecosystems where collaborative thinking is critical. One can’t succeed alone. Key skills Operations domain demand is Collaboration, Creativity, Problem Solving and Multi-Tasking. Women intuitively think about the ecosystem working towards a win-win situation. Women have a strong determination, and they bring different perspectives to the table. Their ability to connect and lead people with compassion and empathy makes them stand out,” emphasizes Arpita Srivastava, Supply Chain Planning & Logistics Leader, Schreiber Foods (India), and winner of the Celerity Under-40 Supply Chain Super Achiever Award, during this exclusive interview…
Can you walk us through your journey as a woman supply chain leader across various industries? How was your experience in supply chain?
Arpita Srivastava
Certainly. My journey as a Supply Chain Learner, I would say, has been dynamic and enriching. Post graduation as a Mechanical Engineer, I started my career in the Metal industry, where I learnt the basics of manufacturing and supply chain. That is where I believe my foundation of strong processes were laid. The transition to Pharma sector allowed me to navigate through stringent regulatory requirements while managing global supply chain.
I have spearheaded significant digitalization projects, providing me with invaluable insights into the pivotal role technology plays in fortifying the digital supply chain. This experience propelled me towards the consulting sphere, where I engaged in supply chain solutioning alongside international partners spanning various industries. This diverse exposure has furnished me with a comprehensive grasp of supply chain operations and technology.
In my current role in the F&B industry, I lead and oversee the Planning and Logistics function. In my stint as a solopreneur, I ran a small-scale handicrafts enterprise. Managing end-to-end operations, working directly with vendors and customers helped me build business sense and understand market demand.
Now when I look back, it’s interesting to see how I started my career with products having service life of around 100 years and slowly transitioned to products with shelf life as low as 15 days : A journey from Hot Rolling Mill to Cold Chain. This exposed me to various complex supply chains, get better and quicker at decision making (Supply chain is full of trade off decisions!) and helped shape the professional that I am today. The journey has been great so far and I am thankful to my leaders (majorly male) that I was always treated as a professional and not a “Woman” Professional.
Please share with us one of the most cherished lessons you have learned in supply chain.
I would say it’s still an ongoing journey of learning as this domain has so much to offer, considering the pace at which it has been evolving. I can share two key takeaways from my journey so far.
Firstly, I strongly believe that “Planning is half Execution”. In the dynamic world of supply chain management, meticulous planning is crucial. While success hinges equally on effective execution, planning gives a direction for action. In the chain of events to meet customer demand, planning enables the very first step.
And second, and quite crucial, over the years, I learnt that “People are the most important pillar of the supply chain”. While technology and processes are integral, the human element remains the most critical one for translating plans into actionable results. Whether it's managing relationships with customers or suppliers, coordinating within organizations, or responding to unexpected situations, the competence of individuals within the supply chain is paramount. In the last few years, I have witnessed several instances where systems may have crashed, but it was “people” that shouldered the supply chain and ensured delivery despite disruptions. Hence, investing in this pillar of supply chain, and recognizing the value each team member brings becomes imperative.
You have worked in various functions within supply chain. Which one do you see as most critical and why?
Yea, I have been in multiple verticals within supply chain, worked closely with customers as well as with manufacturing, and I understand the significance of various functions and how well interlinked they are. It’s a chain, so a weak link at any stage will impact overall performance. What can be assumed as critical for any supply chain depends on multiple factors like industry, business model, type of product or services being offered, supplier network, distribution channel, etc.
From my experience, I consider strategic planning and demand forecasting to be the most critical and it goes back to my key takeaway “Planning is half execution.” Strategic planning sets the foundation for an efficient supply chain by aligning business objectives with supply chain capabilities and helps in optimizing the allocation of resources within the supply chain.
Demand forecasting, closely intertwined with strategic planning, enables proactive decision-making, optimizing inventory levels and resource planning at all levels. It directly impacts service level, customer satisfaction, and enhances efficiency.
What has been your biggest achievement so far?
Over the course of my career, I've had the privilege of navigating diverse challenges and contributing to the success of various organizations. What I achieved as a fresher is at par with what I deliver as someone post a decade of experience, so choosing one event won’t be fair I believe.
Building on skills to drive impactful results consistently, even when working with people across the length and breadth of organization coming with highly diverse background, is what I consider as one of my significant achievements. At different junctures, I've been fortunate to lead initiatives that contributed significantly to the efficiency and profitability and had a broader impact on the competitiveness of the organizations. What makes these achievements particularly meaningful is continuous learning, adaptability, and risk-taking ability that I've embraced throughout my career. Each success has been a stepping-stone, allowing me to refine my approach and bring fresh perspectives to subsequent challenges. Furthermore, in the year 2022, the Under 40 Supply chain Achiever Award by Celerity Supply Chain Tribe was a testimony to all my achievements till then.
What challenges do women face as leaders? Do they need to alter their management style depending on the gender of the team member?
Women leaders do encounter biases and stereotypes that assume certain leadership traits are more naturally associated with men. A very basic difference I have seen is that men speaking firmly is often associated as assertiveness, for women, its aggression. And this leads to misconceptions about women’s potential, style, or decision-making abilities and adds to the constant pressure of proving oneself.
Building professional relationships across genders can be challenging. A women leader calling team for a short break during office hours will not be viewed the same as when a male leader does. The scarcity of women in leadership positions within the supply chain industry can lead to isolation, making it challenging for female leaders to find relatable role models and mentors.
As a leader one needs to understand and adapt to the unique strengths, preferences, and needs of each team member, regardless of gender. It's about creating a culture where everyone feels included, valued, and empowered to contribute their best to the team. So yes, one should adapt their working or management methods based on the team and the target audience.
An interesting report published by the Production and Operations Management Society (POMS) stated that women can help to maximize mutual benefits because they are more likely to collaborate. What do you have to say on this?
Totally agree. The notion that women can help maximize mutual benefits through collaboration aligns with the positive attributes often associated with their leadership styles. Women have a strong determination, and they bring different perspectives to the table. Their ability to connect and lead people with compassion and empathy makes them stand out.
Key skills Operations domain demand is collaboration, creativity, problem solving and multi-tasking. Many women happen to naturally possess these skills which improves employee engagement and enable smooth operations. Women are often perceived as more inclusive in decision-making processes, seeking diverse perspectives and valuing contributions from team members. They happen to actively invest in team building and provide support to team members. This supportive style contributes to a positive work culture.
More than any other discipline, supply chain is a collaborative sport which represent huge, complex, and dynamic ecosystems where collaborative thinking is critical. One can’t succeed alone. Women intuitively think about the ecosystem working towards a win-win situation.
What do you think could be the probable reason behind women not choosing supply chain as their preferred career stream? Do you see the role of women evolving in the supply chain field in India?
Supply chain management has traditionally been fragmented, with many companies failing to view it as a cohesive function. For a recent college graduate exploring various career paths, this might not initially seem like a clear career choice. However, many individuals, including myself, have found themselves working in supply chain roles without realizing it. The perception of supply chain management has shifted both internally and externally, making it a more appealing career option, especially for women.
Also, earlier Supply Chain was viewed as a heavy industrial and physically exerting industry, creating an outlook that women cannot enter this field. The working conditions, such as the lack of separate washrooms and safety concerns, especially in warehouses in desolate areas act as a disadvantage to women. Supply chain runs round the clock and demands immediate addressal to emergencies. Thus, flexibility in working hours becomes another challenge and this could be one of the many reasons why many are quitting/ changing domains at mid-level. Constant judgement, gender stereotyping and discrimination basis that can lead to a lack of confidence and /or unnecessary pressure. However, consolidated efforts by various organizations and technological advancements have led to improvements.
Yes, I am witnessing a positive shift in the representation of women in industry overall as well as in supply chain roles as women are increasingly playing a larger role in business today. I am here because there is a shift. The ‘de-genderization’ of job roles has influenced the rise of women professionals to a greater extent. Organizations are investing not only in recruiting women but also solving for basic day to day job challenges to retain them. I am glad to be part of this change.
We hear so many inspiring stories of women in Supply chain field. What do you see has worked and what could have been different? If you can talk about some of the challenges, you encountered and how you overcame?
I don’t recall any special treatment or getting away with mistakes just because I am a woman. Though I didn’t face any major gender-based challenges that most of my contemporaries did, I need to mention that lack of proper infrastructure and fair women’s representation has been an issue.
I was also denied certain roles (when looking outside) because of my gender, or assigned certain activities at workplace as those were considered “womanly” tasks. Even my career aspirations were laid out by someone basis what they presume suits a woman. At times, in some corners, questions were raised on my capability, but I am good at my job and my work speaks for itself.
There were other workplace issues, but I never viewed it from a gender lens, as in a male in my position was equally likely to face those. And in all those situations, being vocal about it has helped me, thanks to my managers. However, I know women who didn’t have a very pleasant experience in a male dominated industry /domain, and they had to call it quits. To sum it up, what worked is having the support of my family and having great leaders since day One of my career. Acceptance of women in position of authority at all levels is what needs to be worked upon.
Diversity and inclusion have become one of the key corporate strategy pillars. How is it shaping up in the supply chain and logistics domain?
The relentless focus on diversity and inclusion in the last few decades, especially gender diversity, is bearing fruit. By promoting and supporting women’s inclusivity, companies are helping to break down gender stereotypes. Women are being identified as potential talent. Companies in the supply chain and logistics sector are focusing on diversified recruitment strategies to attract talent from diverse pool. Efforts are being made to address the gender gap in the industry by actively recruiting and promoting women in various roles across levels.
In 2020 McKinsey report, it is stated that companies with greater gender diversity have higher likelihoods of positive financial performance. Organizations are keen to leverage the same.
I see more women in Supply chain roles now compared to when I joined the industry. However, Gartner report (Women in Supply Chain Survey Data) points out that while growth 'has' happened, it’s not the same at all levels. Overall proportion of women making it to the leadership roles is still very low. I couldn’t agree more, we have come a long way, still miles to go in terms of fair representation at all levels.
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?
Depending on our backgrounds, the environment we are raised in, we tend to build perceptions. The only way to challenge is to go out and meet as many people from diverse background as possible. Thanks to social media, there are virtually no boundaries across the globe. Ask, reach out, explore the world outside. Find the right balance of rigidity and flexibility. Rigid enough to take a stand for what one believes in, flexible enough to challenge one’s own notions.
Women need to stop being conscious of choices they make. They need to demonstrate competence in their role, unabashedly showcase their skills and success stories to inspire others and debunk preconceived notions. Trust me, at times, we are too self-critical to talk about our own achievements. Such positive narratives help challenge stereotypes and showcase diverse role models. Women need to address and challenge microaggressions/unconscious bias when they occur. This involves calmly but assertively responding to comments or actions that reinforce stereotypes. You shouldn’t wait for the “right time and place” to call out.
Women can form micro communities to support each other at local levels. Options like mentors, coaches, sponsors, champions, advocates, ledge buddies, and network connections can be explored. All involve developing relationships that help further a woman’s career through some combination of knowledge, expertise, advocacy, reputation, emotional support, personal growth, therapy, or access to key resources in the organization.
What steps can organizations take to empower women in supply chain?
First and foremost, basic facilities like proper infrastructure, well-maintained washrooms, clean eating places are must haves. Creche and commute facility to work locations, if not well connected, would attract more women to supply chain roles. Next and equally important, in my opinion, is that organizations need to have a similar focus on educating men as on empowering women.
I heard someone that we as society are so busy empowering women that we totally miss to prepare men who work with the “empowered” women. And I find it very apt as I have seen men mocking diversity focused initiatives. Organizations need to encourage the active involvement of male allies in promoting gender diversity and inclusion, engage them in open conversations, share experiences, and advocate transparency in decision-making processes to eliminate biases.
Organizations should build an inclusive culture and a safe and motivating workspace at all levels. You cannot just have some top-level policies, which are far from grassroot level. The message needs to be reiterated in as many ways as possible, through formal and informal channels. Another important step that needs to be taken is promote gender neutral language. We are so conditioned to use certain terms that we probably don’t mind unless called out.
Another observation I had was that when it comes to annual appraisal/ promotions, it’s easy to exclude women on maternity break from the process. Once back, they are handed over whatever role is open that time. In such scenarios, organizations need to be mindful and build policies that aligns with the biological needs.
Do you have any woman role model that you look up to in your stream or otherwise?
While I don't have a single role model, I draw inspiration from various individuals whose journey and achievements resonate with me, irrespective of their gender. By observing and assimilating the positive qualities of different individuals, I aim to create my own style that would reflect a combination of technical aptitude, strategic acumen, collaboration, creativity and empathy at work. This approach allows me to adapt and incorporate the best practices from a variety of sources, contributing to my professional growth and development. And not just positives, I also observe what traits are not acceptable in general. This helps me prepare my list of Don’ts.
Where do you foresee Indian supply chain domain transforming from here on? What opportunities do you see in this space for women professionals?
The supply chain landscape in India is undergoing a significant transformation driven by technological advancements, changing market dynamics, and increased focus on sustainability.
With focus on Make in India, local network is strengthening. The demand for logistics services in India is expected to grow at 9.5% CAGR, driven by the exponential growth of the Indian economy. The booming buying capacity, Ecom penetration, multi-channel distribution, product customizations, increase in FMCC and electronic products demand will all contribute to high demand of diverse talent in Supply Chain. All this will open new job opportunities at all levels across the country.
We also see skilled talent pool available as supply chain focused degree/ diploma level courses are being offered by various institutes. This opens avenues for women professionals to contribute their skills across different verticals of supply chain. As the industry is becoming more results-oriented, gender diversity helps drive success.
Women leaders like you in this field are transforming the landscape and motivating other women to take up roles in supply chain. What message would you like to give to young women looking to build a career in supply chain?
The same message I would pass on to my younger self. As women, we are not in the habit of asking. Ask for what you want, others might want to stereotype you in a certain role/ domain- it’s you who needs to change that perception. If you don’t speak for yourself, someone will. Communicating is the key here as it helps avoid assumptions on your behalf.
Then, I would suggest investing in one’s learning. Don’t hesitate to roll up your sleeves and explore varied non-conventional roles. If you are good at what you do, after a point, nothing else matters. Develop technical skills as it is important to understand the complexity of the supply chain, transportation, and technology. With all the advancements going around, it is important to take courses and upskill oneself.
I would encourage women professionals to seek guidance from experienced mentors and, in turn, consider becoming mentors themselves. Mentorship fosters a supportive environment and facilitates knowledge transfer and eventually build a community that everyone can leverage for their learning/growth/job opportunities.
Lastly, I would quote Marshall Goldsmith “What Got You Here Won't Get You There”. The way I interpret it is that one needs to continuously upskill to move to next level. There will always be enough reasons to pull you down, but perseverance will help to navigate ahead. In the end, it’s you, your talent, and your potential.
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