CARGOCONNECT-APRIL2026 - Flipbook - Page 85
SUPERWOMEN2026
“I aspired to move beyond
technical execution into business-facing responsibilities,
including customer engagement, collaboration development and global partnerships.
Entering these areas brought
additional expectations and
resistance, particularly from
senior stakeholders who were
initially uncertain about
accepting leadership direction from someone transitioning into a new role.
With continued support from leadership and a clear strategic approach, I was
able to expand my responsibilities signi昀椀cantly. Today, I lead a diverse team
of more than 80 professionals and strongly believe in maintaining a balanced
and inclusive workforce. A mixed team brings complementary strengths,
enabling better collaboration, adaptability and overall performance across
functions. I regularly engage with senior cybersecurity leadership, including
CISOs, to help design and implement strategic programmes across multiple
regions. Working with teams across markets such as Japan, Singapore,
Indonesia and Malaysia has further strengthened this global perspective
and reinforced the importance of cross-border collaboration.”
AKANKSHA JAIN, Sr Project Manager, NEC Corporation India
“In the healthcare environment, alignment
becomes easier when everyone is guided
by a clear and shared purpose—patient
outcomes. Another essential factor supporting this alignment is data accuracy
and e昀昀ective data analysis. Reliable data
forms the foundation of planning, coordination and execution within healthcare
supply chains, enabling stakeholders to
make informed decisions and respond
quickly to changing requirements. In this
context, women professionals can add signi昀椀cant value to strengthening
collaboration across teams. One key contribution is the ability to foster
psychological safety within organisations—creating an environment where
senior leadership, frontline staff, doctors and nurses can communicate
openly and work together e昀昀ectively. This supports stronger coordination
and smoother implementation of supply chain initiatives. For example,
transitioning into supply chain roles after experience in medical committees
and returning from a maternity break can bring new perspectives and
resilience. Such experiences often strengthen capabilities in stakeholder
management, con昀氀ict resolution and multitasking—skills that are highly
valuable in complex healthcare environments.”
DR KANIKA SATIJA, Sr Manager– SCM, Fortis Healthcare
“In substation projects in particular, nearly
80% of project activities are closely linked
to the supply chain, which highlights how
critical supply chain planning is to successful
project execution. E昀昀ective project p0lanning
involves developing a clear understanding of
the project requirements, associated risks,
stakeholder expectations and contractual
obligations. Forecasting also plays an
important role in ensuring that resources,
timelines and procurement strategies are
aligned with the overall project objectives. A strong understanding of stakeholders
and suppliers is especially essential, as their performance directly in昀氀uences
project outcomes. It is equally important to evaluate the broader global
scenario while selecting supply chain partners. Logistics capability is another
critical consideration, as inadequate packaging, transportation or delivery
management can result in material damage, delays or additional insurancerelated risks. Post-supply support is equally important. Suppliers should be
capable of providing installation assistance, testing support and after-sales
service when required. This ensures continuity during commissioning stages
and contributes to long-term customer satisfaction and project reliability.”
RESHMI GOPPI, Chief Project Manager, L&T Construction
(Power Transmission & Distribution)
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