Editor’s note: Anna Petrova is an expert in transformation and modernization of mature supply chains and digital transformation. As a vice president of global supply chain at Kraft Heinz, she led the deployment of manufacturing excellence programs, cost optimization, and digital and customer excellence strategies for its Global Center of Supply Chain Excellence in Amsterdam. Prior to this role, Petrova headed up Ferrero and Conagra supply chains in Canada, as well as Kraft Heinz operations in Canada and North America, with a focus on profitable growth, service, value creation, productivity extraction and excellence in execution. ASCM is pleased to welcome her to ASCM CONNECT: Europe June 4-5 in Brussels.

ASCM: What made you decide to pursue a career in supply chain, and what's your current role all about?

Petrova: My first job was at Henkel, in Duesseldorf, in the logistics department for detergents. It was a few years after the Berlin Wall was dismantled, and I was the first Soviet university graduate that many of my colleagues had ever met. I will always remember the kindness and support that my colleagues welcomed me with, which was a great lesson in humanity, camaraderie and collaboration — values that I manifest in supply chain to this day. To date, I have led many transformational projects with a cohort of high-performance teams, and I love supply chain for its constant evolution, its focus on mastery, for being a solutions partner for the business, for delivering tangible results that you can see and touch, and for that very special camaraderie.

ASCM: Can you share some of the strategies you used to achieve a prominent industry role?

Petrova: I have always been very mindful of my career planning. I took on the roles that would lead me toward end-to-end supply chain scope while building key knowledge and skills. I also choose companies with very different business cultures and strategies: I managed green-field startups’ and mature organizations’ transformational journeys from basics to greatness. I have always looked for leadership culture that promotes diversity of thought, as this typically goes hand-in-hand with no bullying and fair treatment of women. 

ASCM: What can supply chain organizations do to keep supporting and advancing women?

Petrova: It is very important to be purposeful. Of course, we hire and promote people for their skills, but we need to create fair conditions for women to develop competitive skills. Here are a few strategies that help, in my experience:

• Focus on those women currently inside of your organization. Make sure each one has a clear career path and an agreed-on development plan involving training, project work, special assignments and the like.
• Make managers co-accountable for the individual development plans of their top talent employees. Have managers report on their progress consistently.
• Offer women higher-profile projects, which will give them greater exposure within the organization.
• Create flexibility to accommodate family life and return to work after parental leave. And to that end, normalize paternity leaves.
• Create mentorship programs and resource groups for women. This is especially important for hourly employees inside factories or distribution centers. Have factory management meet with this group frequently to identify cases of unreported mild harassment or mini aggressions, which affect morale and courage for women to grow.

ASCM: What are some of the trends that you are seeing in the supply chain industry that are particularly relevant to women?

Petrova: Women represent 41% of total operations, but the number drops to 37% in senior leadership roles. We have made some good progress but need to accelerate incremental success from this point on.

ASCM: What do you love about your job in supply chain? 

Petrova: I love being a strategic business partner and making things happen! And I love having a creative and collaborative environment where employees, customers, vendors and shareholders add value every day to both the business and each other. We all impact each other's lives in meaningful ways, which is in line with every successful business’s values system.

ASCM: What can ASCM CONNECT: Europe attendees look forward to from your educational session?

Petrova: Disruptions have made supply chains a game-changer for the businesses they serve. My presentation will also delve into some real-world examples of successful integrated supply chain strategies. We'll cover everything from managing internal and external stakeholders to planning, customer service, vendor management, and even the nitty-gritty of physical distribution and manufacturing.

The best part? These are all proven ways to make your supply chain run smoother and hit key business targets. Plus, they build trust with everyone you work with, both inside and outside the company. And these strategies work for businesses of all sizes, no matter how mature your supply chain is or how much you've invested in digital tools. Now is the time to act. We need to close those gaps and become strategic partners again — the kind who drive growth, profitability and value for everyone involved.