“Organizations must go beyond policies and actively foster a culture where women feel encouraged to grow, take on leadership roles, and contribute meaningfully without limitations. A workplace that prioritizes inclusivity, career growth, and a strong support system will always be able to attract and retain the best female talent in supply chain management,” iterates Reeja Sujoy — Vice President, Global Supply Chain, Black Box India Ltd — An Essar Enterprise, during this exclusive interview…
In your experience, how has the role of women in supply chain management evolved over the years, and what further changes would you advocate for?
Reeja Sujoy
When I joined supply chain management 22 years ago, it was quite rare—and even somewhat unusual—for women to be in this field. However, I was always drawn to the dynamic and challenging nature of the role. I strongly believe that supply chain management requires resilience, adaptability, and strong leadership—qualities that many women naturally bring to the table. Over the years, the industry has evolved significantly, and I truly appreciate how companies are now recognizing and promoting women in supply chain roles. There is a growing acknowledgment that women can handle the complexities of this profession just as well, if not better, than their male counterparts.
Looking ahead, I would advocate for more structured mentorship programs, leadership opportunities, and policies that further encourage women to take on strategic roles in supply chain management. Creating an inclusive work environment where women are empowered to lead will only strengthen the industry as a whole.
What inspired your journey into supply chain management, and how have you navigated your career to reach the position of Vice President at AGC Networks Limited?
I initially stepped into supply chain management because the opportunity came my way, but I quickly realized how fascinating and dynamic the field is. From the very beginning, I was drawn to the fast-paced nature of the role, the need for strategic problem-solving, and the critical impact it has on business operations.
Early in my career, I had the opportunity to lead a team of 125 people—all men—which was both a challenge and a turning point. The 24/7 nature of supply chain management suited my work ethic and drive, and I thrived in the high intensity environment. As I progressed, I expanded my expertise across different industries, continuously taking on more responsibilities, including integrating financial aspects into supply chain operations. This holistic approach gave me a deeper understanding of business functions and strengthened my ability to drive efficiency and growth.
My journey to Vice President at Black Box has been shaped by a passion for operational excellence, continuous learning, and a commitment to building resilient and agile supply chains. The ability to influence critical business decisions and optimize end-to-end supply chain processes keeps me motivated to push boundaries and drive success.
As a woman leading global supply chain operations, what unique challenges have you encountered, and how have you addressed them?
In the initial years, I faced significant challenges—there was hesitation from people to take directions from a young woman in a traditionally male dominated industry. Dealing with diverse stakeholders, from logistics teams to factory workers, required resilience and assertiveness. However, I never let these obstacles discourage me. I approached every challenge with confidence and determination, believing that capability is not defined by gender. I focused on proving my expertise through results, demonstrating strong decision-making skills, and building trust with my teams. Over time, I earned the respect of my peers and colleagues by staying firm, leading by example, and ensuring that my voice was heard.
For women in supply chain, the key is unwavering self-belief. We are not just equal to men—we bring unique strengths to leadership, such as adaptability, strategic thinking, and the ability to manage complexity with a holistic approach. Confidence, competence, and perseverance have been my guiding principles, and I believe they are essential for any woman aspiring to succeed in this field.
What best practices have leading organizations adopted to create an inclusive culture within their supply chain operations? How do you perceive Essar Group’s efforts, such as the #EssarForHer campaign, in promoting gender diversity and supporting women in leadership roles?
Having worked with several well-known corporates in India, I truly appreciate the way Essar Group fosters gender diversity and actively promotes women in leadership roles. What sets Essar apart is its unwavering commitment to creating an inclusive culture where there is no distinction between men and women when it comes to opportunities, responsibilities, or leadership potential.
The confidence that the management places in women professionals is one of the key reasons why many choose to build long-term careers here. Initiatives like #EssarForHer are not just symbolic—they reflect the organization’s belief in empowering women, ensuring they have the right platforms to excel, and providing them with equal growth opportunities. Ultimately, when an organization genuinely supports and invests in its talent, there are no boundaries to what one can achieve. With the right encouragement, resources, and an inclusive work environment, women can reach new heights, break barriers, and contribute significantly to the success of supply chain operations.
How can flexible work arrangements be leveraged to retain and attract female talent in supply chain management?
Flexible work arrangements play a crucial role in attracting and retaining female talent in supply chain management. However, flexibility doesn’t just mean offering work-from-home options—it’s about creating a supportive work environment where women feel valued, empowered, and equipped to manage both their professional and personal responsibilities.
As a leader, I believe true flexibility lies in understanding and addressing the unique challenges women may face, whether it’s through mentorship, career development opportunities, or policies that ensure work-life balance. While I personally may not always advocate for remote work in supply chain roles due to the operational nature of the function, I strongly believe in standing by my team when they need support.
Organizations must go beyond policies and actively foster a culture where women feel encouraged to grow, take on leadership roles, and contribute meaningfully without limitations. A workplace that prioritizes inclusivity, career growth, and a strong support system will always be able to attract and retain the best female talent in supply chain management.
How does the inclusion of women in supply chain leadership impact organizational performance and innovation?
In my 22 years of experience working alongside both male and female leaders, I have observed that women often excel in performance when given the right platform. Their persistence, resilience, and dedication play a crucial role in driving organizational success. Women bring a unique perspective to supply chain leadership by considering all aspects of a problem, thinking holistically, and balancing strategic vision with operational efficiency. Their ability to multitask, manage crises, and build collaborative relationships strengthens team dynamics and enhances decision making.
Organizations that actively include women in supply chain leadership benefit from greater innovation, improved problem-solving, and a more inclusive work culture. When companies embrace diversity at the leadership level, they not only foster growth but also create a workplace where fresh ideas, adaptability, and long-term strategic thinking thrive.
What changes would you like to see in how organizations identify and nurture future women leaders in supply chain functions globally?
Organizations need to actively break the perception that supply chain management is a male-dominated sector by identifying and nurturing female talent from an early stage. Companies should create structured leadership development programs tailored for women, providing them with mentorship, training, and exposure to key decision-making roles.
A crucial step is fostering an inclusive environment where women feel empowered to take on challenging roles without bias or limitations. Recognizing and promoting women leaders based on merit and performance, rather than outdated industry norms, will help bridge the gender gap.Many female leaders in supply chain management have already demonstrated their ability to excel, often outperforming expectations. By investing in their growth, offering flexible career progression opportunities, and encouraging them to take leadership roles in critical areas, organizations can drive both diversity and operational excellence.
As supply chains globalize further, how do you see opportunities for women leaders to take on more cross-border roles or global mandates like yours? What needs to change to enable this?
Opportunities for women leaders in global supply chain roles are expanding rapidly. With supply chains becoming more interconnected and complex, organizations increasingly value leaders who can navigate cross-functional and cross-border challenges. For women to take on more global mandates, they must build strong expertise in external and internal stakeholder management, ensuring seamless coordination across geographies. Confidence and strategic decision-making are key to gaining trust from both internal teams and global partners.
Additionally, staying updated on global supply chain trends, regulatory changes, and market dynamics is essential. Companies should support women by providing international exposure, leadership development programs, and mentorship to help them transition into global roles. By fostering an inclusive and performance-driven culture, organizations can unlock the full potential of women leaders in supply chain management.
If you could design the ideal supply chain organization 10 years from now—with diversity, technology, and sustainability in mind—what would it look like?
The ideal supply chain organization 10 years from now will be built on three core pillars: Automation, Diversity, and Sustainability.
Technology & Automation:
AI & Predictive Analytics: AI driven demand forecasting will optimize inventory management, reducing waste and ensuring just-in-time availability.
Blockchain for Transparency: Every stage of the supply chain will be traceable, ensuring ethical sourcing, authenticity, and compliance.
Autonomous Logistics: Drones and self-driving trucks will streamline deliveries, reducing costs and carbon footprints.
IoT & Smart Warehousing: Realtime tracking through IoT sensors will improve efficiency and reduce manual intervention.
Diversity & Inclusion
Equal representation of women and men in leadership and operational roles.
Breaking traditional biases by actively promoting women in supply chain decision-making positions.
A culture that values different perspectives to drive innovation and problem-solving.
Sustainability
A commitment to reducing the carbon footprint through green logistics and responsible sourcing.
Circular supply chain models that emphasize reusability, minimal waste, and eco-friendly practices.
Strong governance policies to ensure ethical supply chain operations.
Have mentorship or support networks played a role in your professional growth within the supply chain sector? How can mentorship programs be designed to support women aspiring to advance in supply chain management?
Mentorship has played a crucial role in my professional growth within the supply chain sector. One of the biggest influences in my career was the CEO of my previous organization, who not only inspired me but also instilled the confidence to lead a team of nearly 400 people across multiple functions—demand planning, logistics, supply chain, and store maintenance. His open-door policy allowed for continuous learning, open discussions, and guidance, which significantly strengthened my leadership abilities.
To support women aspiring to advance in supply chain management, mentorship programs should be designed around real industry success stories rather than just traditional training sessions. Learning from those who have successfully navigated similar challenges can be far more impactful than theoretical knowledge. Additionally, organizations should foster a culture where women feel supported, ensuring they have access to mentors who champion their growth and provide the right opportunities to thrive.
What guidance would you offer to young women aspiring to build careers in supply chain management?
My guidance to young women aspiring to build careers in supply chain management is simple—hard work and dedication are irreplaceable. In today’s generation, I often see immense intelligence and strong IQ levels, but success in supply chain demands perseverance, resilience, and a hands-on approach. The field requires navigating complex challenges, managing multiple stakeholders, and making critical decisions under pressure.
If young professionals combine their intelligence with commitment and relentless effort, they can achieve success at an even faster pace than previous generations. Make use of your skills, stay persistent, and prove to the world that no challenge is too big to overcome. In supply chain management, it’s not about being male or female—it’s about competence, confidence, and consistency.
What kind of legacy would you like to leave for the next generation of women in supply chain leadership?
The legacy I want to leave for the next generation of women in supply chain leadership is simple—lead with both IQ and EQ. In supply chain, you interact with people at every level—from loaders and transporters to factory workers, warehouse staff, managers, and top executives. The key to success is not just intelligence but the ability to connect, collaborate, and uplift those around you. Treat everyone as part of your team, earn their trust, and give them confidence in working with you. When they grow, you grow. Success in the supply chain is never an individual achievement—it’s a team effort. So, my advice is: Stay Humble, Stay Strong, and Always Think Beyond Yourself. If you build a culture of trust and teamwork, no challenge will be too big, and no goal will be out of reach.
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