Logistics needs more women

Women at the top? In logistics, this is still the exception. ‘In the management of Germany's top 10 logistics companies, the proportion of women in executive positions is currently 18.6 percent. Across the economy as a whole, 29 per cent of all management positions are held by women,‘ reported Julia Boppert, managing director at TrilogIQa, Change to lean and moderator, on Thursday during a panel discussion entitled ’Dear logistics professionals: We need to talk – still?! – Work-life balance as a challenge in all phases of life.’

Michael Krupp, Professor of Logistics and Supply Chain Management at Augsburg University of Applied Sciences, confirms this assessment from his own experience: some of his former students are now in management positions – but in 15 years, he has not seen a single one of his female students in a comparable role, he reports. And he asks the obvious question: ‘Where have they all gone?’

The compatibility of family and career should be a matter of course today, emphasised Peter Wachinger, Managing Director at Oskar Schunck. Katrin Eissler, managing owner of Spedition Neuner, also sees women themselves as responsible: ‘Sometimes we need to be a little braver.’ In her company, gender plays no role – what counts is competence. A key point for Eissler: ‘Leadership only works in a team.’ And she adds with a wink: ‘Behind every successful woman is an understanding husband.’

Ruth Pflaum, owner of Spedition Pflaum, also focuses on competence rather than gender when filling positions. ‘Women are in management positions at our company because they are good at what they do.’ However, she notes that men often have a greater affinity for commercial professions in logistics. Yet women are often very good at organising things.

Male students often have much more self-confidence than their female counterparts. In 15 years, Krupp has never experienced a man questioning whether he was sufficiently qualified for a job. Even for simpler clerical positions, men simply do not ask themselves this question.

Pflaum observes something similar: women tend to sell themselves short and are often more reserved when it comes to presenting their skills. ‘We often question ourselves too much,’ she says. Women need to learn to seize opportunities and make their abilities more visible. This also requires support in their private lives – for example, from partners who support them on this path.

To boost self-confidence through professional competence, Eissler recommends targeted further training, active networking, mentoring and exchanges with female leaders. Role models also play a key role. This includes allowing mistakes to be made and learning from them. Overall, more courage is needed – and people who encourage women to fulfil their roles with self-confidence.

Wachinger demonstrated how companies can show their stance: when a customer explicitly requested a male contact person, the company parted ways with him. ‘Such behaviour is not compatible with our values – in particular tolerance and openness,’ he emphasised. It is also important to highlight positive examples: ‘Logistics is diverse – be brave!’

Pflaum believes the key lies in career guidance: schoolchildren need to be inspired by logistics at an earlier age and in a more targeted manner. ‘Then more girls will opt for training as a freight forwarding and logistics services clerk – instead of automatically becoming office clerks.’ Girls' and Boys' Days could provide important impetus in this regard.

Krupp calls for more visibility for female role models – including at industry events: Women should not only be represented on panels, but also speak on specialist topics. ‘This won't happen by itself – it has to be actively organised.’

And what would the panel participants have liked to see on their own career paths? Klement mentions the exchange with a mentor and more networking. Wachinger advocates smart working time models, job rotation and parental leave as a matter of course for managers. Krupp also sees flexible models as a key lever – as well as the dismantling of outdated role models. Eissler appeals to politicians and society to show more appreciation, create clear framework conditions and treat companies with trust. Pflaum adds: ‘On the path to leadership, everyone has to overcome obstacles – women and men alike.’ The key is to have the right partners at your side: in your private life, among your colleagues and in management. (cb)