“I see a future where women are driving transformation across every part of the supply chain—from digital planning to shop floor innovation. Where leadership is based on talent, not gender. I want the next generation to enter this space without needing to prove they belong. I want them to see more women in key roles, building each other up, and creating a culture where ambition is celebrated, not questioned,” envisages Rajni Gupta, AVP – Manufacturing and Supply Chain /SCC Head, Jubilant FoodWorks Ltd. (JFL), during this exclusive interview…
In your journey so far in the supply chain, what have been some gender specific challenges you’ve faced, and how did you navigate them?
Rajni Gupta
One of the biggest gender-specific challenges I’ve encountered is dealing with unconscious bias—especially in operational settings where women have traditionally been underrepresented. Early on, I often found myself being the only woman in the room—whether it was on the shop floor or during critical vendor negotiations. I clearly remember one negotiation where, despite me leading the project, all questions were directed to my male colleague.
It was frustrating, but I knew I had to take the lead. I stepped in with confidence, backed by data and preparation, and gradually shifted the dynamic. It wasn’t about proving a point—it was about being seen as the decision-maker, which I was. Over time, I learned that consistent performance, cross-functional collaboration, and speaking up—even when it feels uncomfortable—are key to challenging bias. I also leaned on mentors and allies, both men and women, who helped me stay grounded and navigate those tough moments. Slowly, those experiences reshaped how others perceived me—and more importantly, how I saw myself as a leader.
How do you balance high-performance manufacturing goals with people-centric leadership, especially in a sector that demands both speed and precision?
In manufacturing, the pressure to meet numbers and timelines is constant—but I’ve come to believe that strong performance actually starts with people. During a demanding ramp-up period, it would’ve been easy to just double down on output targets. Instead, I chose to spend more time on the floor, having honest check-ins and setting up simple yet effective practices like daily huddles and feedback boards. That connection created trust and ownership within the team. When people feel respected and supported, they naturally push themselves to deliver. For me, it’s always about combining clear, high expectations with a work environment where people feel seen and valued.
How does gender diversity within supply chain teams influence decision-making and operational efficiency?
Gender-diverse teams approach challenges from multiple angles—and that improves the quality of decisions. I’ve seen this firsthand. Women often bring a collaborative mindset and a knack for asking the ‘what if’ questions others might miss. In one case, during a network redesign, a woman on our team flagged a potential customer disruption we hadn’t considered. That input led us to tweak the rollout and avoid issues down the line. It’s not just about inclusion, it’s about sharper thinking, better planning, and more resilient execution. The diversity of perspective makes us better as a team.
In a fast-paced QSR environment, what unique perspectives do women bring to manufacturing and logistics?
Women often bring a great mix of agility, attention to detail, and emotional intelligence—qualities that are incredibly valuable in fast-moving environments like QSR or FMCG. I’ve seen women who could spot process gaps mid-shift and make adjustments without disrupting flow—all while keeping the team upbeat and aligned. Beyond task management, many also foster stronger team dynamics. Their ability to lead with empathy makes people feel supported, which matters even more during high pressure situations. It’s that balance of precision and people-focus that really sets them apart.
Could you share an example of a difficult supply chain disruption you handled, and how your leadership played a role?
The second COVID wave was a defining moment. With supplier shutdowns and logistics collapsing, it was chaos. But customer demand didn’t slow down—in fact, it spiked. I formed a task force across procurement, planning, logistics, and finance to take fast, informed decisions. We reworked sourcing, shortened lead times where possible, and focused on our most critical SKUs. What helped the most was transparent, steady communication—keeping the team aligned, even when the path wasn’t clear. Looking back, it wasn’t just a recovery, it was a transformation. We came out of that crisis faster, smarter, and more connected.
What initiatives have you led (or want to implement) to make supply chain and manufacturing more inclusive for women?
One initiative I’ve supported is a buddy system for women in frontline roles—especially in manufacturing setups where the environment can be intimidating at first. It helped new joiners settle in faster, gain confidence, and build a support network from day one. I’ve also pushed for better shift flexibility and safe transport options, because these are basic enablers that many women silently struggle with. Looking ahead, I’d love to build structured leadership programs that support mid-career women—because that’s where we tend to lose strong talent due to lack of visibility or support.
How has women’s representation in supply chain leadership evolved over the past decade?
It’s definitely come a long way. When I began, it was rare to see women leading plant ops or logistics. Today, we’re seeing women in strategic roles, driving automation, sustainability, and even digital supply chains. What’s driven this? Intentional hiring, targeted leadership development programs, and most importantly—visible role models. When you see women breaking barriers in traditionally male-dominated areas, it shifts the mindset of everyone watching, including young women considering this path.
What leadership traits have helped you succeed—and do women bring a different lens to supply chain leadership?
For me, resilience, empathy, and adaptability have been non-negotiables. This field is unpredictable—you need to be able to think fast, stay calm, and keep your team centered. I do believe many women lead with a strong sense of emotional intelligence. They listen deeply, communicate clearly, and build trust—which is crucial when you’re managing large, diverse teams under pressure. These aren’t ‘soft’ skills—they’re strategic ones.
If you were to build a women-centric leadership program in supply chain, what core pillars would you include?
I’d structure it around four pillars:
Confidence and communication: Many women have the skills but hesitate to speak up. Training in presence and assertive communication can change that.
Mentorship and sponsorship: Access to mentors who advocate for women behind closed doors is a game changer.
Cross-functional exposure: Rotations across functions like planning, procurement, and plant ops to build holistic understanding.
Hands-on leadership labs: Real project simulations that develop strategic thinking and decision making. Most importantly, I’d create safe peer spaces where women can share openly—because community and shared experiences accelerate growth.
What message would you give to young women considering a career in supply chain or manufacturing?
Don’t second-guess your place here—you belong. This field isn’t just about systems and processes; it’s about people, decision-making, and real-world impact. Your voice, your perspective, your leadership—it’s needed. Walk in with confidence, stay open to learning, and don’t wait for permission to lead. The industry is changing, and you can be part of that change.
What’s your vision for the next generation of women in supply chain and manufacturing in India?
I see a future where women are driving transformation across every part of the supply chain—from digital planning to shop floor innovation. Where leadership is based on talent, not gender. I want the next generation to enter this space without needing to prove they belong. I want them to see more women in key roles, building each other up, and creating a culture where ambition is celebrated, not questioned.
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