Powering women in procurement

Procurement’s gender imbalance isn’t new.

Traditionally, the function was regarded as a male-dominated profession. But change is afoot, in more ways than one. While a digital transformation amidst technological innovation is well-publicized, another evolution is underway within the workforce itself.

Gender diversity has become an important component of many company strategies globally. While progress to encourage more women into procurement has already started, there still remains an imbalance, particularly among those holding leadership positions. With current statistics suggesting around one in four leadership positions are held by women, there is still room for improvement.

So, is progress happening quickly enough? Shelley Salomon, VP of Global Business at Amazon Business, discusses her organization’s commitment to fostering gender diversity and how women can reach parity in procurement.

In your opinion, where is procurement today in terms of women’s representation in 2024?

Shelley Salomon: “Women’s representation in procurement has seen progress these past few years, but there remains room for further improvement. Gartner’s data shows that women comprise 41% of the supply chain workforce – it’s encouraging to see greater gender diversity within the industry. “While these statistics are encouraging, they also highlight ongoing challenges, particularly at the leadership level. Only 25% of leadership roles are held by women. This disparity underscores the need for sustained efforts to promote gender diversity and support women’s ascension to senior positions within procurement.

“My perspective on this trend is one of cautious optimism. The progress we see is promising, reflecting a growing recognition of women’s unique contributions to procurement roles. Diverse perspectives and gender equity are vital for effective decision-making and problem-solving. Additionally, multiple credible studies show that companies with the greatest gender balance in the C-suite are likelier to achieve above average financial results. However, much work must be done to ensure these advancements translate into lasting change.”

While progress to encourage more women into the workforce seems to be  underway, there is still a major disparity in the number of women leaders  in procurement. What is the best way to go about rectifying this?

Shelley Salomon: “I believe there’s a significant opportunity to welcome more women into procurement leadership roles. By establishing robust mentorship and sponsorship programs, organizations can provide invaluable guidance, support, and networking opportunities, empowering women to thrive in their careers and gain visibility within the organization. Investing in inclusive leadership development programs is essential. These initiatives focus on building inclusive skills and readiness for leadership roles, continuing to foster a more inclusive and dynamic workforce.

“In my opinion, implementing inclusive hiring practices that actively promote gender diversity, such as using diverse hiring panels and conducting blind recruitment processes, is essential to minimizing biases.

“Lastly, setting clear, measurable goals for increasing the number of women procurement leaders and regularly reporting on progress to hold leadership teams accountable can drive meaningful change. By taking these proactive steps, organizations can create a more equitable environment that supports the advancement of women into leadership roles within procurement.”

Where does diversity and inclusion (D&I) sit on the C-level agenda today and how is it juggled alongside other key areas of business focus such as ESG or digital transformation?

Shelley Salomon: “Diversity and inclusion have become integral parts of the C-level agenda, standing shoulder to shoulder with other key business priorities such as Environmental, Social, and Governance (ESG) and digital transformation. At the executive level, we understand that fostering a diverse and inclusive workplace is a strategic imperative that drives innovation, enhances decision-making, and boosts overall business performance.

“Integrating D&I with ESG initiatives reinforces our commitment to social responsibility. It ensures that our workforce reflects the diverse customers and communities we serve and that we are contributing positively to society. This alignment helps create a more equitable and sustainable business model, which is increasingly important to our employees, customers, and investors.

“Moreover, as we advance our digital transformation efforts, D&I plays a pivotal role in maximizing the benefits of technological innovation. A diverse team brings varied perspectives and ideas, which is crucial for effectively leveraging new technologies and achieving a competitive edge. For instance, human-machine collaboration thrives in environments where diverse talents are recognized and utilized, allowing us to streamline processes and drive efficiency while fostering creativity and problem-solving.”

Within Amazon Business, what strategies are being considered to encourage more women into procurement?

Shelley Salomon: “At Amazon Business, we are deeply committed to fostering gender diversity within Amazon Business and the procurement industry. We have implemented several strategies to encourage more women to join and thrive in this field and others. We have established mentorship and sponsorship programs specifically designed for women and allies in procurement, called the Amazon Business Women’s Advocacy Program, providing them with the guidance, support, and networking opportunities they need through a series of events based on topics submitted by our employees. Senior leaders act as sponsors, advocating for high-potential women and ensuring they have access to critical career advancement opportunities.

“Additionally, we offer targeted leadership development programs to equip individuals with essential skills such as strategic thinking, negotiation, and executive presence, along with real-world leadership experiences.

“Our hiring practices are inclusive. Amazon and Amazon Business believe representation matters and track the representation of women and underrepresented communities. We know that diversity helps us build better teams that obsess over and better represent our global customer base.

“Creating an inclusive culture is a priority for us. We actively challenge stereotypes and biases, promote open dialogue, and ensure that all voices are heard in decision- making processes. Furthermore, we use data to track progress and hold ourselves accountable, regularly measuring gender diversity metrics and setting specific goals to ensure our efforts are effective and sustained. We have made year-over-year progress, and we will continue to strive for better representation across our company.”

What do you feel are the biggest barriers to greater representation and how can these be overcome?

Shelley Salomon: “Several barriers hinder women’s representation in the procurement and supply chain industry. Gender bias and stereotypes can and do prevent women from being considered for leadership roles. Balancing demanding careers with family responsibilities is another significant challenge. The lack of mentorship and networking opportunities means women frequently miss out on critical support for career advancement.

“I believe promoting successful women within organizations can provide much- needed role models and inspire others. Pay disparity remains an issue, with women often earning less than men for similar roles. Regular salary audits are essential to ensuring pay equity. Additionally, limited access to training and development stifles women’s progress in this field. Investing in accessible professional development programs is crucial.

“We can support and advance women’s representation in the procurement and supply chain industry by addressing these challenges through targeted strategies.”

What can be done to support women in procurement?

Shelley Salomon: “Advocacy for gender diversity is critical—allies should openly support and champion initiatives that promote inclusion. Mentorship and sponsorship are also vital; allies can provide guidance by mentoring, while sponsorship involves using their influence to promote women’s careers.

“Furthermore, we must work to counteract unconscious biases. Promoting a culture where all voices are heard fosters inclusivity and innovation, as diverse teams can see 2.3 times higher profits per employee.

“Finally, open dialogue about gender diversity can mitigate fears of replacement. Organizations must understand that greater women’s representation strengthens the team, driving competitiveness and innovation. By fostering an inclusive environment, everyone benefits and thrives.”

How important is achieving the right mix of talent for success in 2024 and beyond?

Shelley Salomon: “Achieving the right mix of talent is paramount for success in 2024 and beyond. A diverse workforce brings a variety of perspectives and ideas, which enhances problem-solving and innovation. This diversity includes not only gender but also ethnicity, age, background, and skill sets.

“Moreover, fostering an inclusive environment where all employees feel valued and empowered is critical. Such environments not only attract top talent but also enhance employee satisfaction and retention. The Boston Consulting Group found that diverse companies report 19% higher revenues from innovation, underscoring the financial benefits of a well-balanced workforce.

“Ultimately, having the right mix of talent ensures that organizations are better equipped to tackle future challenges and seize opportunities, driving sustained success and growth.”

What does the future of women in procurement look like?

Shelley Salomon: “The future for women in procurement is promising, with growing opportunities for leadership and advancement. Women’s contributions will be essential for driving innovation and success as the industry evolves. With a strong emphasis on diversity and equity, women are well-positioned to make significant strides and positively impact the field.”

 What steps should leaders take in the next stage  of their D&I journeys? What can they drive forward?

Shelley Salomon: “While leaders have made progress in D&I, they can take additional steps to advance these efforts. As shared earlier, setting measurable D&I goals, tracking progress, and holding teams accountable can ensure that initiatives remain a priority.

“Recognizing intersectionality—overlapping identities such as race and gender—can help create more comprehensive and inclusive policies. Implementing blind recruitment processes and diverse hiring panels can reduce biases, while ongoing training on unconscious bias and inclusive leadership fosters a more inclusive culture.

“Investing in employee resource groups (ERGs) and supporting their initiatives gives underrepresented groups a voice within the organization. Additionally, prioritizing mental health by creating a supportive environment and providing access to resources can significantly enhance overall inclusion and employee satisfaction.

“By taking these steps, leaders can drive meaningful progress toward a more inclusive and equitable workplace, reflective of our diverse customers and communities.”