Passionate about shaping the future of supply chain for innovation and resilience, Maria Kounenaki is both strategic and results-driven in her E2E Supply Chain Executive leadership. Over 20 years’ experience (10 in Pharmaceuticals), she developed expertise in global supply planning, S&OP maturity, network strategy and digital and organizational transformation. To maximize value for both business and patients, Maria designed and implemented integrated planning frameworks, optimized demand-supply, drove capacity allocation decisions, and mitigated enterprise risks to ensure seamless product availability and business continuity.
A visionary leader, she transforms complex supply chain challenges into data-driven strategies, leveraging advanced planning systems and predictive analytics to enhance agility and decision-making. Known for building high-performing teams and aligning cross-functional stakeholders, Maria led major supply chain transformations that safeguarded billions in revenue and drove operational excellence. She is a recognized thought leader and keynote speaker on Supply Chain Management.
Beyond her professional achievements, Maria is a dedicated advocate for Diversity & Inclusion and Sustainability, having co-led initiatives like Switzerland’s Women’s Network to foster greater representation and workplace equity. In this insightful conversation, she reflects on her journey as a female leader in a traditionally male-dominated field, the progress made in gender diversity, and the ongoing challenges that demand action. She also shares practical advice for the next generation of women in supply chain leadership, emphasizing resilience, visibility, and the power of mentorship.
Maria, looking back at the start of your career, what were the biggest challenges you faced as a woman in a traditionally male-dominated industry, and how did you overcome them?
Twenty years ago, when I started my career, the landscape for women in leadership, especially in supply chain, looked very different. Coming from Greece, where traditional roles were still very present, I had very few female role models in business. Moving to Switzerland to pursue my career, I quickly found myself in a field where the vast majority of my colleagues and decision-makers were men.
The biggest challenge was proving that I belonged in the room. In an environment where leadership was often associated with a particular style, usually more assertive and traditionally male, I had to work harder to gain credibility. Rather than trying to fit a mold, I focused on delivering results, continuously expanding my expertise, and finding mentors who supported my growth.
Over time, I learned that leadership is not about conforming but about bringing your own strengths to the table. I built my reputation by combining strategic thinking with collaboration, and by ensuring that performance spoke louder than biases. Today, I’m proud to see more women in leadership, but I know that progress didn’t happen on its own; it took persistence, advocacy, and a commitment to change the narrative for those who came after me.
What has been the most significant shift in workplace culture or industry dynamics that has helped improve gender diversity in procurement and supply chain over the years?
The biggest shift has been the recognition that diversity is a business advantage, not just a checkbox. When I started, women in supply chain leadership were rare. Today, I see more women stepping into key roles, thanks to structured mentorship, inclusive hiring practices, and greater awareness.
At BMS, I co-led the Women’s Network in Switzerland, where my colleagues and I developed initiatives under the global B-NOW program to drive awareness and action. Programs like these create real change, but I worry when I see large companies now deprioritizing DEI efforts. Progress is not guaranteed, it requires continued commitment from leadership and organizations
As a female executive, have you ever had to adapt your leadership style to navigate biases or stereotypes, and if so, how?
Absolutely. In a male-dominated environment, there was often an expectation that leadership should look or sound a certain way. Early in my career, I felt pressure to be more assertive or fit into a mold. But over time, I realized that authenticity is far more powerful.
I focused on what I do best—bringing people together, driving data-driven decisions, and building high-performing teams. Instead of trying to prove myself in every conversation, I let my impact do the talking. I also made it a priority to ensure other voices, especially those underrepresented, were heard.
What advice would you give to the next generation of women aspiring to leadership roles in procurement and supply chain?
Own your expertise: Knowledge is power. Become the go-to person in your area, and your voice will naturally carry weight.
Build your network: Find mentors, sponsors, and allies who will advocate for you. Strong relationships open doors.
Be visible: Speak up in meetings, take on leadership opportunities, and don’t hesitate to share your insights.
Stay resilient: Challenges will come, but every setback is a lesson. Keep pushing forward.
Pay it forward: As you grow, help lift others. The future of supply chain will be stronger with diverse leadership.
Looking ahead, what changes still need to happen to create a truly inclusive and equitable industry, and how can both organizations and individuals drive that transformation?
Despite progress, we’re at a crossroads. Some companies are stepping back from DEI initiatives, which is concerning. True inclusivity isn’t about temporary programs. It’s about embedding diversity in hiring, leadership development, and decision-making.
Organizations need to measure real progress, not just talk about it. That means setting concrete goals for representation, ensuring diverse leadership pipelines, and holding executives accountable. As individuals, we all have a role to play, whether it’s mentoring, challenging biases, or advocating for change. The industry thrives when different perspectives are valued, and we must keep pushing to make that the norm.