Women currently make up just 29% of supply chain professionals globally - and far fewer are in leadership roles. Yet we know that diverse leadership drives better performance, more innovation, and stronger organisations. Over the next few months,
Holly Pattison our Principal Consultant specialising in Logistics, Operations and Customer Service, will be sharing a series of conversations with women who are leading across the supply chain - from factory floors to global planning hubs. These are real stories about navigating challenges, driving impact, and building careers in one of the most critical functions in business today.
We’re excited to kick off the series with Karen-Marie Katholm, Chief Supply Chain Officer at AkzoNobel.
What inspired you to pursue a career in Supply Chain?
I had actually worked for a number of years in procurement and sourcing, both in indirect and also direct. The company I worked for at the time ran an assessment for the top 30 leaders, and I was one of them. We went through an external assessment process, and they challenged us in a lot of good ways. Then they said to me, “You can stay in procurement and sourcing for the rest of your career, or you can broaden out into supply chain.” That was a turning point for me – I started looking more into end-to-end supply chain: manufacturing, logistics, safety, etc. I realised I could continue doing procurement across different industries, but I was really drawn to the dynamics and challenges of the broader supply chain space. That’s when I changed course and moved into this fascinating area.
What advice would you give to young women who are considering a career in supply chain?
No regrets at all – I’ve been operating in different disciplines of supply chain pretty much forever now and truly enjoy it. If you’re looking for challenges and variety, you’ll definitely find that here. You can make a real impact – and many supply chains today are challenged by disruptions, even natural disasters. Anyone who worked through COVID would know how demanding it was. You're working in what I call “the machine room” of a business – it’s critical to everything. My advice is to try out different areas: customer operations, scheduling, demand planning, supply planning, manufacturing... see what excites you. If you're unsure whether it's right for you – test it out. You might be positively surprised. It’s genuinely a really interesting space. Like some of the large FMCGs, we also have a graduate programme at AkzoNobel called the Global Engineering Trainee (GET) Programme. It’s been running for a few years, and just two weeks ago, one of our GETs actually became a plant manager. It shows the kind of career opportunities available in supply chain. New graduates enter a two year programme working through different functions, and many of them go on to secure permanent roles. It’s a fantastic way to build the talent pipeline – and yes, we’re not a massive FMCG like Unilever or P&G, but we’re still able to grow talent in a similar way. And honestly, I think more companies could be inspired by this approach. Creating those entry-level pathways helps bring more diverse people into the industry and fortunately also many young, female graduates decide to join our HET program.
Where do you see the industry going in the next five years, and what role do women play in that evolution?
Yes, this is an interesting one. I think there are lots of opportunities. Over the next five years, I would expect us to move much more from what I’d call analogue to digital. That shift will require different capabilities as well. I see many next-generation leaders already bringing the right mindset - they’re open-minded, asking the right questions, and working in a structured, analytical way. So I definitely see that transformation happening, from analogue to digital, in all shapes and forms - from how we plan and schedule, to how we manufacture, and how we draw insights from multiple data points. It’s about both automation and true digital transformation. A lot will come from better leveraging the data we already have, and moving away from trying to manage everything in Excel - which, for most companies, simply isn't sufficient to manage the complexity of today´s complex supply chains. That transformation will be critical - not just in our industry, but across many others. I also think we’ll see continued challenges and changes - perhaps further consolidation through mergers and acquisitions, or even divestments that help companies focus more sharply. There’s also the growing impact of tariffs. You need to have a clear map of your entire material flow - both incoming raw materials and finished goods - and you must be prepared with strong contingency planning and scenario modelling. So yes, I expect the landscape to remain dynamic, but I also believe it will bring lots of opportunities. And what’s really exciting is that we’re now seeing more companies recruit their CEOs from integrated supply chain backgrounds. That wouldn’t have happened five or ten years ago, when CEOs typically came from commercial or finance roles. It’s fantastic to see more board members recognising the strategic value of supply chain.
What kind of support or mentorship has made a difference for you?
Both mentoring and coaching have played a significant role for me, across different contexts and companies. I remember one time my boss - who was based in a different country - called me out of the blue and said, “You’re going to get an external coach.” I’d only been in the role for about 3–4 months, so I panicked. I thought, “Oh no, he doesn’t think I’m doing well.” But he just laughed and said, “No, this is a positive! We only do this with a select few talents.” That was the first time I had an external, professional coach and it really opened up a new perspective. Since then, I’ve had informal mentors, I’ve been a mentor myself, and I’ve had external coaching later in my career. It’s something I highly recommend - ideally outside of your direct line. You can approach someone in your network, or even ask your company if external support is an option. Coaching and mentoring can make such a difference in how you see your path and make decisions.
Have you noticed a shift in how companies support women in supply chain? What still needs to change?
I have definitely seen a shift - and for multiple reasons. There’s more awareness around diversity of thought, background, gender, and capabilities. I’ve seen more structured support systems put in place and more women entering leadership roles. At AkzoNobel, for example, we have a women’s network that is open to all genders and provides great forums for discussion. That said, a lot of this starts from within companies themselves. When senior leaders - of any gender - champion diversity and inclusion, it sets the tone. And importantly, I’ve seen many male colleagues really get behind the importance of having diverse, complementary teams. It just delivers better results and better dynamics.
What barriers, if any, have you faced as a woman in this industry – and how did you push through them?
To be honest, throughout my career I’ve been lucky enough to have had massive support from my male bosses. But I also think it’s important as an individual to be clear about where you’re heading. Don’t sit back and expect someone to tap you on the shoulder with your next opportunity. You have to familiarise yourself with what’s happening and be proactive. Networking is essential - across different functions, industries, and geographies. Many companies offer internal mobility, and stepping outside of one discipline (for me it was procurement) required support and trust from a leader who believed in me. It’s also about building your “market value” - attend conferences, stay informed, and put yourself out there. You need to be the boss of your own career. People can’t read your mind. Be vocal and intentional about what you want.
What do you think companies could do to attract and retain more women in supply chain roles?
This is such an important topic, and I think a lot of companies underestimate what it really takes. It has to start at the top. If your leadership team all looks the same - same background, same gender, same geography - it’s unlikely you’ll attract a diverse pipeline of talent. Today, people do their homework. They look at company boards, senior leadership teams, social media presence, and even what companies post about key cultural moments. If they don’t see themselves represented, they may not apply. So the leadership team really needs to reflect the diversity they want to attract. And they need to be clear in their storytelling and narrative. That’s how you signal inclusion.
Is there a stereotype about women in supply chain that you’d like to break?
I wouldn’t say I’ve encountered stereotypes specific to supply chain, but in leadership more broadly, yes. For example, being called “emotional” as if it’s a weakness - when actually, being emotionally intelligent is a strength. At times, I've been told I was “more male than a male leader,” which was said as a compliment, strangely. But it just shows the odd perceptions out there. I’ve also seen women try to overcorrect - feeling like they have to be tough, unemotional, to be taken seriously. That’s not necessary. We should be able to bring our whole selves to work.
Are there unique strengths that women bring to supply chain roles that often go under-recognised?
I believe the best outcomes happen when different people join forces - different genders, nationalities, backgrounds, and perspectives. That’s where 2 + 2 = 5. It’s not about making a point that one gender is better at something. It’s about recognising that we’re different, and that difference is powerful when harnessed well. The best leaders are those who bring out the best in others - no matter the role or level. I’ve always made an effort to connect with people on the shop floor; they often have the most brilliant, practical ideas. Listening - really listening - is key. Not just hearing, but truly taking in what people say and acting on it. That’s what builds trust and drives performance.
What does true inclusion look like to you? Not just diversity – but inclusion?
To me, true inclusion is about building teams that are fit-for-purpose - where each person knows their role, feels empowered, and plays well together. It’s like being the conductor of an orchestra. You don’t have to play every instrument, but your job is to make sure the music sounds beautiful together. That’s what great leadership is - framing the playing field, empowering your people, and ensuring they play in harmony.
Are there any networks or communities that have supported you as a woman in supply chain? (And would you recommend them?)
There haven’t been that many networks focused on women in supply chain throughout my career. But I do see more of them emerging now, which is encouraging. My advice is - if you don’t find a network in your company, create one. Bring voices together. That’s what we’ve done at AkzoNobel. It takes effort to launch and sustain, but it’s worth it. And don’t hesitate to reach out to your network - you might be pleasantly surprised by the support that’s already out there.