I've known Amal Chafiqi for a few years and it was very fun to catch up and chat a bit more about what convinced her to build a career in Supply Chain and how her career has evolved over the years- from engineering through site leadership and now a global role within the SHEQ function of Henkel. Her emphasis on the importance of interpersonal relationships was a highlight- easy to forget in the world of AI - but human engagement is still key.
what inspired you to pursue a career in supply chain – particularly your technical specialism?
For me supply chain is the nervous system of the business. It's where the strategy becomes reality. Even though I didn’t plan it in advance, I was drawn to it because that is where the business comes togethers end to end. I started in the technical field as a food engineer, and I found my heart in working with people solving problems together and shaping the right solutions for the future.
What makes the journey rich are the human connections and everyday interactions with different functions that impact safety, quality, service, cost, cash, inventory, sustainability which makes supply chain a unique part of the organization where we can continuously learn, grow and have fun.
What advice would you give to any young women considering a career in Supply Chain?
The first advice I would give is to not try to fit to a predefined mold! Supply Chain is a field that thrives on diversity and learning through experience.
To any woman looking to join the supply chain or develop her career I would say bring your full intelligence to the work: analytics, strategy but also your human intelligence, that is equally as important. You absolutely need technical credibility but also invest in the ability to connect, communicate and influence.
In my experience the most effective supply chain leaders I met don’t only deliver numbers but they also bring people with them through complexity and change.
Where do you see the industry going in 5 years and what skills do you consider will be most important then?
The future of supply chain will not be defined by technology alone. The skills that already matter today will remain essential: the system thinking to understand the end-to-end impact, the resilience and adaptability, Customer centricity, the partnership mindset across functions and with suppliers.
AI is giving us access to more data and analytics, but what is important is the ability to interpret that data and make decisions. Technology can accelerate progress, but it’s human judgment and collaboration that will shape the outcomes.
Were you offered support or mentorship as a woman in this space, and what impact did it have on you?
I’m grateful to all the inspiring mentors who played a significant role in shaping how I lead today. The mentoring I received was not only focused on gender but about how to lead across functions, across cultures and above all having someone you can trust, question yourself with, someone taking time to give you meaningful feedback and being truly interested in your growth.
This is where I gained strength and grew my confidence and that’s why it is important for me to carry it forward by mentoring others as they navigate their own journey.
Have you noticed a shift in how companies support women in supply chain? What still needs to change?
I’ve seen meaningful progress and I had the privilege to work in large international companies where this is a priority, they communicate, spotlight women in leadership, create development programs and bring gender diversity into strategic discussions every day. There are also more role models in leadership roles today specially in the technical roles which helps women at earlier stages imagine themselves in these positions.
We do need to keep the momentum and more importantly moving from standalone development programs to make inclusion as part of the culture and DNA of the organizations.
What barriers, if any, have you faced as a woman in the industry? How did you push through them?
One challenge I have seen, not just with women, is the tendency to underestimate the interpersonal influence in technical environments. As an engineer myself I deeply value technical credibility, but I’ve learned that influence, connection and communication are as critical and often overlooked.
My experience both as a mentor and a mentee taught me that real transformation can only happen through people. Sometimes this is hindered by the belief that expertise alone is enough, but you can have the strongest strategy and systems and without clarity and trust it will not truly land.
Personally, what do you think companies could do to attract more women into technical functions of the supply chain?
For me two things that can make a difference. The first one is to position technical roles as leadership enablers, not to be seen as ‘support’ functions. Knowing that these roles in a technical field can shape the strategy and impact on the growth of the company and customer satisfaction.
The second thing that can make a difference is to provide early exposure to having real accountability, for example internships, rotation jobs, hands on experience in the field. I think when women see the impact of these roles early on, they able to see their potential and they stay engaged.