From Bottlenecks to Breakthroughs: Women Leading the Change

“The most essential leadership qualities for women in supply chain roles are Strategic Thinking, Influence, Adaptability, and Collaboration. Strategic thinking helps navigate complex operations while driving innovation and long-term value. The ability to influence and strong communication skills are critical for aligning diverse stakeholders and negotiating effectively across the value chain. Given the dynamic supply chain landscape, adaptability allows leaders to respond swiftly to disruptions and evolving market conditions. At the core of effective leadership lies collaboration, which builds strong, inclusive teams and encourages collective success. By honing these qualities, women can lead transformational change and continue breaking barriers in traditionally male-dominated spaces,” emphasizes Neha Sorathia, Sr. Principal – Strategy & Consulting, Accenture India, and Celerity Under-40 Supply Chain Super Achiever Award Winner, during this exclusive interaction…

Women in supply chain used to be a rare affair in early days. The inspiring stories of women leaders like you in this field is truly transforming the landscape and motivating other women to take up the supply chain job. Kindly share with us your stint into supply chain? What inspired you to pursue career in supply chain?

Like many engineers of my generation, I began my career in a technology services company. My first project happened to be a supply chain technology transformation initiative, and that experience sparked curiosity, but I wanted to learn more. This interest led me to pursue an MBA in Supply Chain Management, where I quickly realized how underrepresented women were in the field. In our MBA class, only 8% were women, much less than in other specializations.

Fortunately, I have had the privilege of learning from some exceptional professors who helped ignite a true passion for supply chain. From that point on, there was no looking back. Over the past 17 years, I have worked across consulting and business operations, solving supply chain challenges across different countries and industries. It’s been an exciting and rewarding journey, and I’m thrilled to see more women entering this field today.

What do you think can be the probable reason behind women not choosing supply chain as their preferred career stream? How could these barriers be worked upon by corporates?

One reason women may not view supply chain as a top career choice is simply because the field is often presented through a narrow lens—focused on logistics or factory work—which doesn’t always reflect the full range of strategic and analytical roles it offers. To shift this perception, companies can work with academic institutions to introduce supply chain concepts earlier, highlight its broader impact, and create meaningful opportunities like internships and projects specifically for women. By building awareness and reshaping the narrative, we can help more women see the supply chain as the dynamic and rewarding career it truly is and, in turn, strengthen the talent pipeline.

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

The supply chain space is undergoing a transformation. As it evolves from being an operational support function to a strategic growth driver, there is a parallel shift in how talent is recognized, nurtured, and developed. This evolution is creating new opportunities to build more diverse and inclusive teams. This is essential step toward encouraging greater participation and advancement of women in the field. However, representation at the leadership level remains limited. Currently, less than 20% of Chief Supply Chain Officers in Fortune 500 companies are women—a stark contrast to leadership representation in functions such as Marketing or HR.

While many organizations are re-evaluating their DEI strategies, it is ultimately incumbent upon leaders to take meaningful action. This includes providing women with access to high-impact roles, advocating for them in succession planning, and ensuring they're part of strategic conversations. Meaningful progress requires more than intent—it calls for everyday decisions that create space for diverse voices to lead.

Do you have any woman role model that you look up to in your stream or otherwise?

I have been fortunate to have strong women to look up to; icons like Indra Nooyi and Revathi Advaithi made it possible for many in my generation to imagine bigger career paths. But beyond the public figures, it’s the women I have worked with directly who have had the biggest influence on me. My first manager set the tone early on; she taught me the importance of not just identifying problems but showing up with solutions. Later in my career, I had the chance to work alongside women leaders who inspired me with their vision, resilience, and innovative thinking. Each of these experiences has shaped my approach to leadership, emphasizing the power of collaboration, empathy, and the relentless pursuit of excellence. I am grateful to have been guided and mentored by such remarkable women.

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?

Talent and hard work are important, but in environments where unconscious biases still exist, they don’t always guarantee equal opportunities. Women in male dominated fields often walk a fine line; being assertive without being seen as aggressive, or collaborative without being seen as too soft. The first step is awareness, which means recognizing the biases, both systemic and internalized, that can shape how women are perceived or how they perceive themselves. But awareness alone isn’t enough. We need to create spaces where women can speak openly, support each other without judgment, and share experiences that help normalize ambition, leadership, and growth. Throughout my career, I have learned that having a strong peer network, encouraging other women to take on visible roles, and celebrating each other’s wins can go a long way. It is not just about breaking barriers but building pathways for others to walk through more confidently.

What critical role can women play in building supply chains of future – what are the key Opportunities, Competencies they need and the desired performance expectations?

The rapid advancement of AI and automation is set to transform all aspects of the supply chain, offering early adopters a significant competitive advantage. Meanwhile, sustainability and circularity will remain strategic priorities, with supply chains playing a critical role in driving these initiatives. The emphasis on agility and resilience, which gained prominence during the pandemic, will continue to be a cornerstone of future supply chain strategies.

As these trends evolve, technological proficiency is becoming indispensable. However, advanced technology alone is not enough, success in the future supply chain landscape will require strong analytical thinking, collaboration, and adaptability to navigate its growing complexity and rapid pace of change.

Please do share with us one of the most cherished lessons you learned in supply chain?

Supply chains are inherently complex and vulnerable to disruptions, whether due to geopolitical events, supplier failures, demand volatility, or a ‘black swan’ event like the pandemic. The key to navigating these challenges is not just having contingency plans but fostering agility in decision-making and collaborative problem-solving across the ecosystem. One of the most valuable lessons I have learned in my 17 years in supply chain is that resilient teams and strong collaboration are the backbone of navigating disruptions. It is the collective expertise, adaptability, and problem-solving mindset of people that drive supply chains forward, turning challenges into opportunities for growth.

What has been your biggest achievement so far?

I find the most fulfilling achievements are those that create lasting, positive change and for me, that’s been through leading numerous transformative supply chain initiatives. One that stands out is when I led the rollout of a centralized supply chain control system that provided real-time visibility, streamlined operations, and improved decision-making. This not only reduced inefficiencies and costs but also enhanced collaboration across teams and suppliers.

What makes these accomplishments especially meaningful to me is the human side of the transformation: seeing teams work more effectively, enabling the business to respond with greater agility, and ultimately delivering better customer service. My greatest accomplishment is knowing that my work helps build more resilient supply chains and sets businesses up for long-term success.

What has been one of the most complex tasks you managed at work?

One of the most complex initiatives I have led involved stabilizing a critical supply chain transformation project that was at risk due to siloed communication, misaligned cross-functional teams, and limited data visibility. These issues were causing significant inefficiencies and delays. To address this, I focused on strengthening governance, aligning stakeholders across functions, and implementing a structured communication framework. By establishing transparent processes and accountabilities, we were able to improve efficiency and restore operational stability. The most rewarding aspect was seeing the teams collaborate effectively as we met key project objectives. This experience reinforced the importance of strategic problem-solving and cross-functional collaboration in overcoming complex challenges.

What advice would you give to young women aspiring to enter the supply chain industry?

While the younger generation is inherently digital-native, my advice is to focus on developing strong analytical and problem-solving skills while staying abreast of emerging technologies. Invest in building a solid professional network and nurture meaningful relationships with mentors and peers. Emotional intelligence, a strength many women naturally possess, is a powerful asset in effective leadership. Most importantly, always advocate for yourself, speak up with confidence and trust in your ability to shape your path.

What leadership qualities are most important for women in supply chain roles?

In my view, the most essential leadership qualities for women in supply chain roles are strategic thinking, influence, adaptability, and collaboration. Strategic thinking helps navigate complex operations while driving innovation and long-term value. The ability to influence and strong communication skills are critical for aligning diverse stakeholders and negotiating effectively across the value chain. Given the dynamic supply chain landscape, adaptability allows leaders to respond swiftly to disruptions and evolving market conditions. At the core of effective leadership lies collaboration, which builds strong, inclusive teams and encourages collective success. By honing these qualities, women can lead transformational change and continue breaking barriers in traditionally male-dominated spaces.

Have you had to adapt your leadership style in this industry? If so, how?

Having grown my career within the supply chain industry, my leadership style has certainly been shaped by the unique experiences it brings. That said, with every organization I have been a part of I have found it essential to adapt my approach to align with the company culture and values. Whether it is the pace of decision-making, the level of collaboration, or how change is driven, being adaptable has allowed me to lead more effectively while staying true to my core values.

How do you balance strategic decision-making with the operational challenges of supply chain management?

Balancing strategic goals with operational challenges begins with setting a clear vision and building alignment across organization. This alignment is essential, as it creates a shared sense of purpose and direction that informs both long-term initiatives and day-to-day decision-making. That said, a strategy is only as impactful as its execution. I place strong emphasis on translating long-term objectives into actionable plan with defined milestones, measurable KPIs, and clear accountability. It is also important to acknowledge that supply chains operate in highly dynamic environments and continuously. In my experience, the key is to stay anchored to the plan while allowing flexibility to adapt to short term changes.

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

One of the most important steps organizations can take to empower women in supply chain or in any function is to actively address unconscious biases that often go unnoticed whether it's in performance evaluations, promotions, or simply in who gets a seat at the table. Equity should not be an initiative; it should be built into everyday decisions. In one of my leadership roles, I supported launch of a regional program that created space for women to share their experiences openly discussing topics like allyship, career growth, and the challenges of navigating workplace dynamics. The conversations that came out of those sessions didn’t just stay within the program they influenced how we shaped policies and leadership behaviours going forward. That experience reaffirmed for me that when organizations truly listen, and act, they create environments where women feel seen, heard, and empowered to lead.

How do you continuously upskill to stay relevant in the evolving supply chain landscape?

Being part of Accenture gives me a unique opportunity to stay at the forefront of what is happening in the industry. It allows me to collaborate across diverse sectors, engage with innovative thought leadership, and continuously learn from some of the most experienced professionals in the field. Beyond that, I make it a point to attend industry conferences and webinars; these are great spaces to hear fresh perspectives, explore new technologies, and stay current with evolving trends. I also enjoy exchanging ideas with peers and clients; those real-world conversations often spark the most meaningful learning and innovation.

Where do you foresee Indian supply chain domain transforming from here on?

India’s supply chain is becoming a dual engine of growth driven by strong domestic consumption and an expanding role in global supply chains. As the country moves toward its Viksit Bharat 2047 vision, supply chains must evolve to be more resilient, efficient, and globally competitive. Domestically, rising incomes, urbanization, and digital adoption are sustaining demand, while initiatives like the PLI schemes are strengthening the manufacturing base. At the same time, large-scale infrastructure upgrades are improving logistics efficiency and market access. Together, these developments position India to become a global manufacturing hub balancing internal consumption with export-led growth. This transformation will not only drive long-term economic expansion but also create a growing need for experienced supply chain professionals to navigate the evolving landscape.

(Disclaimer: The views and opinions expressed in this article are solely author’s own and do not represent the official policy, position, or views of the employer or any organization with which the author is affiliated. The content is based on the author’s independent analysis, experience and expertise.)