How Modern Logistics Workforces are Driving Speed & Sustainability

Chitra, Head of Operations at DHL Express Singapore, brings 25 years of global experience in Operations and IT. She drives sustainable growth through customer-centric, innovative solutions, with expertise in safety, digitalization, and operational excellence. Passionate about education, sustainability, and continuous improvement.

In a thought-provoking interaction with Global Woman Leader Magazine, Chitra shares her insights on balancing resilience, sustainability, and efficiency in logistics. She also sheds light on topics such as workforce well-being, future readiness, and innovative leadership approaches that drive inclusion and cultural transformation.

With evolving global supply chain disruptions, how can logistics operations balance resilience with sustainability while ensuring efficiency in regions facing infrastructure or regulatory challenges?

We live in interesting times! The ability to accurately forecast demand during uncertain times may be compromised, resulting in inefficiencies which can be managed through agility in operations.  A good way of doing this is through having fixed and variable access to resources and infrastructure.  One way to do this is through simple scenario planning.  These should be done with the executing team as they will be the ones who may identify risks with each plan early on and have mitigation plans already considered. Communication is key to success during disruptions. Defining the measure of success is critical too so that the team has visibility how we are faring versus the plan and its measurable goals.

Having access to critical assets with short lead times can be hugely beneficial as we saw in the Covid-19pandemic.  When commercial flights reduced operations, we were able to continue operating our dedicated aircrafts.

As the push for faster delivery intensifies, how can logistics operations maintain speed without compromising long-term workforce well-being and environmental responsibility?

At DHL Express, we are certified international specialists and the global leader in international express shipping.  Our approach is to use the fastest commercially viable option. This can be done through direct routing or via a hub -and-spoke concept.  Our network is designed to achieve the latest possible cutoff with earliest possible delivery.  For instance, within our Asia pacific region, we  provide next day services to all major cities.

We are focused on being a people-first company. We are the number 1 Great Place to Work in the world and the only “transportation” company listed in the top 25 ranking by the Great Place to Work® Institute, a global people analytics and consulting firm.  In Singapore, we have been the number 1 Great Place to Work for the last 5 consecutive years. This does not happen by chance but by putting people first in our decision-making and by creating a culture of trust, transparency and role modelling across all levels in the organization, including frontline supervisors who are equipped with the tools and knowledge they need to be great leaders. 

We are also committed to our sustainability goals. At the DHL Group level, we have introduced a fourth bottom line “Green Logistics Provider of Choice” along with 3 existing ones “Employer of Choice”, “Provider of Choice” and “Investment of Choice”, putting sustainability at the core of our Group Strategy. It means that we are embracing the challenge of decarbonizing our business while helping our customers do the same. We are one of the world’s largest purchasers of Sustainable Aviation Fuel and plan to achieve net zero carbon emissions by 2050 andwe are electrifying our last-mile delivery vehicles.

With talent scarcity becoming a strategic concern, how can logistics operations attract, retain, and develop a future-ready workforce that thrives in both automation and human-driven decision-making?

One – Through Continuous Improvement of our customers’ experience. In DHL, our commitment to enhancing customer experience is at the core of our strategy, and we leverage our First Choice Framework, which is adapted from Six Sigma methodology, to drive continuous improvement through the principles of "See it, Sort it, Fix it." This approach not only boosts our productivity efficiency but also ensures that our customers receive the best possible service  to fulfil our customer promise.

Two – Digitalization. Digitalization is a key enabler for our workforce. We believe that empowering our teams with the right tools—such as the Power Platform and data analytics—is essential for developing their competencies for the future. By fostering a culture of digital literacy, we prepare our employees to thrive in an environment that increasingly blends automation with human-driven decision-making.

We want both our customers and employees to self-serve on demand and improve their digital experience when interacting with us.  Having Change Management skills is also more critical as things change fast and frequently. We communicate with our people that AI and machine learning ae tools for their empowerment rather than threats. By embracing these innovations, we not only enhance our operational capabilities but also create a work environment that encourages continuous learning and adaptation.

Beyond regulatory compliance, how can logistics leaders embed a zero-waste mindset into operational strategy without impacting profitability or service reliability?

To embed a zero-waste mindset in our operational strategy, DHL trains leaders and teams in identifying waste across various areas in transport, inventory, motion, waiting, overproduction, over processing, and defects through our First Choie Program.

Waste is best known by our people on the ground.  As such, engaging in a GEMBA walk with them in the warehouse, allows us to gain real insights from employees on how they are identifying inefficiencies and improvement opportunities on the ground.  We also foster a culture of doing things “Right First Time” which minimizes rework and waste.  We can get better at zero-waste if we collaborate better within the company and with our suppliers and customers.

By shaping a quality mindset at every level of our company – from the frontline to our Global Management Board, we are also deepening our focus on customer-centricity in everything we do. To achieve our goal, we need to actively listen to our customers’ feedback, understand their experiences and make continuous improvements where needed. This in turn helps us to earn trust and build loyalty, leading to profitability.

What unconventional leadership approaches have proven effective in transforming workplace culture in logistics, particularly in fostering innovation and inclusion at scale?

At DHL, we have invested in developing women leadership through a development and mentoring program. In Singapore, 33% of our Senior Leadership positions are held by experienced and very capable women with exceptional track records.

Employees are encouraged to try new things especially digitalization. We empower them to take ownership of their processes through digitalization, encouraging them to explore, and implement innovative solutions. One way is through ourCitizen Developer program that allows employees to pick up digital skills at the workplace and encourage them to leverage tools like Generative AI to enhance their work. This program not only promotes a culture of creativity and problem-solving but also democratizes innovation, allowing individuals at all levels to contribute ideas and solutions.

Some of our local innovations developed by these citizen developers have been picked up by our global DHL team and adopted into globally mandated systems and processes as well, showcasing how grassroots initiatives can influence broader organizational change.

Recently we introduced a new Leadership attribute called “Bite which focuses on having the will to win” along with other key attributes, including providing purpose and creating trust. This framework emphasizes both intellectual and emotional intelligence, encouraging leaders to be strategic, empathetic, and resilient.