Interview with Melania Flores: Women in Logistics and the Power of Creativity

Lisa: Can you give us an insight into your career journey in logistics so far?

Melania Flores: I have a background in environmental engineering and began my professional career in supply chain. In Argentina, I worked for Unilever. When I moved to Germany, I had my first—let's say—classic logistics experience at ASOS, where I worked as a Supply Chain Analyst and later as Delivery Solutions Manager.

Now, at Delivery Hero, I work in a completely different area of logistics. I work closely with the tech and product teams. The pace, the stakeholders, and the suppliers are very different from my previous experiences. It's extremely insightful to see how much innovation and potential there is in this industry.

Lisa: Was working in logistics always your childhood dream?

Melania Flores: Not really. After my studies, I worked at Unilever and met a friend there who was working in logistics. She told me about her projects, and that made me curious. For me, and this still holds true today, the most exciting thing about the industry is that you can have a huge impact with creativity. You don't have to wait forever for results. You can make a small change and immediately see a big effect. That's exactly what makes the job so exciting: finding creative solutions that really make a difference.

Lisa: So you learned about logistics through a friend. It often seems that young women don't have this industry on their radar until they see other women there—and then logistics suddenly becomes an interesting option. Do you think the lack of female role models is one of the reasons for the underrepresentation of women in logistics?

Melania Flores: That could definitely be one reason—although it's certainly not the only one. But it makes a big difference whether you see female leaders or not. If you don't see women in these positions, you unconsciously think: "Maybe this isn't for me."

I'm part of the Women's Community at Delivery Hero, and the most popular initiatives are always those where female role models share their experiences. When you talk to other women who have experienced similar challenges, you feel less alone.

Lisa: How do you currently perceive gender equality and the representation of women in logistics? Do you see improvement?

Melania Flores: Since I've been in the industry, things have definitely changed. The number of women in logistics and supply chain management has noticeably increased. The mere fact that the topic is being discussed more and more helps raise awareness. This in turn leads to managers and recruiters focusing more on diverse teams. Of course, we're not there yet—there's still a lot to do to not only increase the number of women but also equality itself.

Lisa: You mentioned recruiters. The first step is often hiring—that's how women get into the industry in the first place. Have you experienced gender-specific biases in the application process?

Melania Flores: I think we all agree that gender-specific biases exist, there's no denying that. But I see the bigger problem not in hiring, but rather in the small number of women with many years of experience in the industry. When a position requiring 10–15 years of professional experience is advertised, there simply aren't enough women who meet these criteria and apply. Often three men compete with one woman, and the probability of a man getting the position is then automatically higher. I see the problem less with junior positions, because more women are entering logistics here. So much more important than the hiring process is the question of whether women can really grow within the company.

Lisa: You say there are now more women at entry-level and mid-level career stages. But do you think there's a glass ceiling when it comes to advancing to C-level positions?

Melania Flores:

> I don't believe there's a glass ceiling in the classic sense. But there are definitely factors that influence or hinder women's growth.

One example is how women are perceived in the industry. Qualities like assertiveness and ambition, which are considered strengths in men, are often evaluated negatively in women—they're labeled as bossy or bitchy instead of confident and competent. This double standard influences how women are evaluated and can create barriers to their career development.

Another example is how companies handle parental leave. If an organization doesn't support women in balancing career and motherhood, it limits their opportunities. Women shouldn't have to choose between personal and professional goals.

Lisa: So it's more about the companies than structural barriers, if I understood you correctly. What do you think companies can do to specifically support women?

Melania Flores: A very important point is flexibility: working from home, office hours, shift schedules. Especially in logistics, where warehouses run around the clock, it shouldn't matter whether I log in at 7 or 8 o'clock. This flexibility should apply not only to women, but to everyone.

But beyond policies, there must be spaces within companies where women can grow by building strong networks. I've noticed that men in logistics are very good at networking. They have coffee together, talk about career steps, and give each other tips. Women should do the same. Getting involved in these conversations, seeking mentorship, and building connections can help you learn from others' experiences, solve problems, or get valuable feedback on current projects.

Companies should also create spaces where women can share their experiences and challenges. Workshops on topics like "Having difficult conversations" or mentoring programs with female role models can have an enormous positive impact.

Lisa: Besides flexibility and space for networking—what else makes a company attractive to women?

Melania Flores: A crucial point is involving women in the application process. When I see that women are already working at the company and in leadership positions, that's a positive sign. Another important factor is salary transparency. Women should be confident from the start that they are being paid fairly and equally. This is a topic that's difficult for many