Researching the Opportunities and Challenges for Women in Supply Chain

• Author: Martha C. Cooper,Thomas J. Goldsby,Walter Zinn
• DOI: http://doi.org/10.1111/jbl.12186
• Date: 01 June 2018
• Published date: 01 June 2018

Editorial

Researching the Opportunities and Challenges for Women in

Supply Chain

Walter Zinn, Thomas J. Goldsby, and Martha C. Cooper

The Ohio State University

In this editorial, we call attention to the underresearched issue of women in logistics and supply chain management. Despite growing interest

in the field and the much recognized gap in talent, women remain underrepresented in the field—and particularly in the senior ranks. We

explore some of the reasons offered in existing literature for this deficiency. While progress is noted, much work remains to be carried out. Rig-

orous research can be instrumental in illuminating the path forward. Possible avenues for research, including an array of research questions, are

presented in this call for action.

Keywords: talent gap; supply chain careers; women; gender issues

One of the most pressing and perplexing challenges facing busi-

nesses today is the so-called talent gap. A deficiency in the num-

ber of workers with the required skills to perform today’s

essential work is widely reported in many fields, including logis-

tics and supply chain management. In fact, the problem is well

documented and said to be particularly severe in our field. Take

the mounting issue of the truck driver shortage, estimated to be

51,000 drivers in the United States presently (Davidson 2018).

The shortage is worsening as the industry approaches peak sea-

son this year, and is expected to exceed 100,000 by 2021,

according to the American Trucking Associations (Kingston

2018).

While not as well documented, warehouses are lacking a suffi-

cient supply of workers to meet the need for labor associated

with the receiving, processing, and shipping of freight. With

national unemployment figures dipping below 4% for the first

time in several decades, warehouses are competing with a

wide array of suitors that are prepared to pay a premium for the

services of qualified personnel. Factor in the exploding demand

for warehouse support resulting from the rapid growth in

e-commerce, and one can see the duress imposed on the sector.

Such market dynamics require warehouse operators to get cre-

ative in their recruitment of skilled labor as well as entertain

robotic solutions that can offset the demand (Kaplan 2018b).

Yet, the labor shortage is not limited to the front lines of

logistics and supply chain management. Businesses are sorely

lacking the analysts, buyers, engineers, planners, supervisors, and

managers to support current supply chain operations and provide

the pipeline for future leadership roles. Universities are attempt-

ing to keep up. It is estimated that more than 150 U.S. universi-

ties now offer degree programs in supply chain management,

and many more are found around the world (Kaplan 2018a).

Among the top 25 supply chain programs identified by Gartner,

student enrollment increased 43% between 2014 and 2016, yet

the number of graduates remains short of the need (Kaplan

2018a). Ruamsook and Craighead (2014) note the talent shortage

in stark numbers (from a supply standpoint), with more than six

jobs for every qualified candidate. It is further estimated that 25–

33% of supply professionals are at or approaching retirement

age, intensifying the problem (HighJump Software 2017).

An oft-cited reason for this daunting deficiency is a pervasive

image problem for the industry. The supply chain profession is

often depicted in antiquated and inaccurate stereotypes, as

involving heavy lifting in dark and dangerous facilities. Further,

the industry is regarded by many as male dominated and unap-

pealing—if not unfriendly—to women. It has also been charac-

terized as a particularly difficult field for women to rise into

leadership roles. Unfortunately, there is truth to this latter asser-

tion. The number of women participating in logistics and supply

chain management roles at the manager and above level has been

increasing, but is still well below the percentage of women in

the field. As one measure, consider the attendees at the industry’s

premier supply chain event, the Council of Supply Chain Man-

agement Professionals (CSCMP) Annual Global Conference. In

the late 1970s through early 1980s, the percentage of women

attending the annual conference and being members of The

National Council of Physical Distribution Management

(NCPDM), now CSCMP, was estimated at about 2%. That num-

ber grew to about 8–10% by the 1990s and is now around 15%

(Cooper et al. 2016). As CSCMP membership consists mostly of

manager and above positions, this offers some indication of the

increase in participation of women in senior roles. Yet, the num-

ber of women in logistics and supply chain management classes

hovers around 50% at many colleges and universities (Kaplan

2018a).

The “image problem”aside, several thoughts have been

offered for why women are not more prominent in the field in

terms of senior appointments. Nix and Stiffler (2016) identify

three main barriers to the representation of women in the man-

agement of supply chains. Many of the same reasons are also

articulated by AWESOME (2017), an organization dedicated to

accelerating the progress of senior women in the supply chain

Corresponding author:

Walter Zinn, Fisher College of Business, The Ohio State University,

2100 Neil Avenue, Columbus, OH 43210, USA; E-mail: zinn.13@

osu.edu

Journal of Business Logistics, 2018, 39(2): 84–86 doi: 10.1111/jbl.12186

© Council of Supply Chain Management Professionals