As part of our on-going series to highlight the stories of female leaders across the Supply Chain organisation, I was excited to catch up with Marie Diouf - Director of Global Health, Safety and Environment at Nutreco.
Marie found her passion for Quality and Health and Safety as a professional within a number of large global organisations, including Nestle and Henkel, and having worked across a number of countries and regional scopes she is in a great position to understand some of the challenges and opportunities for women in this space.
What inspired you to pursue a career in Supply Chain - H&S and Quality in particular?
I never planned to “end up” in health, safety, and environment - but I was always drawn to the intersection of people, processes, and impact. Starting as a food engineer, I worked in plants where safety wasn’t just a regulation, it was the difference between someone going home healthy or not. That reality shaped me.
Over 20 years, across 8 countries, I’ve seen how safety and sustainability can transform not only supply chains, but also the lives of people behind them. What inspires me is knowing that every decision we make has a human story attached, that more than the technical side is really what keeps me continuing to work in this field.
What advice would you give to any young women considering a career in Supply Chain?
There is no stereotype- just do it!
Don’t let the titles or the stereotypes intimidate you. Supply chain is so much more than trucks, warehouses, or spreadsheets - it’s about solving problems that matter and it is about people. Be curious, keep learning, and surround yourself with people who believe in your potential. And remember: you don’t need to change who you are to fit in. Your unique perspective is your strength.
Where do you see the industry going in 5 years and what skills do you consider will be most important then?
The word resilient comes to mind. Not only resilient systems, resilient supply chains but resilient people as well. I think this aspect is sometimes a little bit underestimated but organisations need a less short term approach to this.
Supply chains are moving from “fast and efficient” to “resilient, sustainable, and human-centred.” In the next five years, skills in data, digitalization, and sustainability will be crucial - but equally important will be empathy, adaptability, and cultural intelligence. The leaders who thrive won’t just manage systems - they’ll connect people across functions, countries, and perspectives.
Were you offered support/mentorship as a woman in this space - and what impact did it have on you?
Yes, I’ve had mentors who believed in me before I fully believed in myself. I admit that initially I did not fully realise the true value it could offer. Their guidance gave me confidence, but more importantly, it showed me the value of having someone in your corner, someone you can trust who will give you feedback, someone who is really interested in your growth and development.
That’s why today I make time to mentor others. The impact of mentorship is like compound interest - one person invests in you, and you multiply that by investing in others. I believe this is something that companies should do their best to facilitate more of and have a more structured approach to it.
Have you noticed a shift in how companies support women in supply chain? What still needs to change?
Yes, I have, definitely. I've seen progress. I think that companies are speaking more about inclusion. There are programs that are being created. They're also highlighting more female leaders, which helps to provide perspective to other women.
But inclusion isn’t about posters or panels, it’s about everyday decisions, not just what you are saying but also what are you doing: who gets promoted, who gets listened to, who gets a second chance if things go wrong.
What still needs to change is moving from “initiatives” to true culture - where women don’t just feel present, but powerful.
What barriers - if any - have you faced as a woman in the industry? How did you push through them?
Early on, I often found myself as the only woman in the room. At times, I felt I had to prove myself twice over, this pressure wasn't necessarily external, it was internalized within me.
It wasn’t easy - but I relied on two things: building deep technical expertise, because in the end its about your results and having credibility, and staying true to my values. Over time, I realized that those barriers were not stop signs, they were stepping stones.
They taught me resilience, and they remind me why breaking them matters for the next generation. I know from mentoring others that women in this field appreciate seeing senior leaders that the can look up and know that achieving success is possible and that for me should not be the exception.
Personally, what do you think companies could do to attract more women into technical functions of the supply chain?
Show women that they belong here. Representation matters - young women need to see leaders who look like them, leading in spaces they once thought off-limits. But it’s not just about role models: companies must build inclusive cultures, offer mentorship, and design flexibility that supports both career growth and personal life.
Talent won’t stay where it doesn’t feel seen.
Is there a stereotype about women in technical/operations roles that you would like to break?
What I've heard in the past is that women are "too soft" for technical or operational leadership. However what I've seen is that character traits often associated with women- empathy, collaboration and holistic thinking, are exactly what is needed to lead complex supply chains.
These are not soft skills - today these are power skills. And we need to understand that and stop underestimating the value of the more ‘human’ driven leadership skills, which both women and men can obviously have but are often perceived as ‘feminine’ traits.
Are there unique strengths that women can bring to the supply chain that go under-recognized?
Absolutely. Women often bring systems thinking, an ability to connect the dots, and a natural talent for building trust. These strengths are vital in supply chains where so much depends on collaboration and long-term thinking. Sometimes they’re dismissed as “intangibles,” but in reality, they are the glue that holds transformation together.
I believe the more women we have, the more we'll have those strengths in the supply chain.
What does true inclusion mean to you - not just diversity, but inclusion?
For me, inclusion is when you don’t have to leave parts of yourself at the door to succeed.
It’s when your voice is valued, not because of a quota, but because of its merit.
Inclusion is when people feel safe, respected, and able to contribute fully - and when companies measure success not only in numbers, but in how people thrive
Are there any communities or networks that you have worked with that you would recommend to other women in STEM or supply chain functions?
Yes - associations such as SHEsays or PWN (Professional Women Network) are powerful for mentorship or great talks for motivation and guidance, not necessarily specifically for Supply Chain or STEM but women in business.
But I’ll also say this: some of the best networks are informal - mentoring circles, local groups, even colleagues who share knowledge across companies. Sometimes your strongest network starts with just one honest conversation.