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The logistics industry is predicted to almost double in value to $787.54 billion by 2032.1 Yet despite its reach, scale, and importance, gender representation remains uneven – particularly in senior and operational roles. Understanding these dynamics is key to ensuring the sector continues to attract and retain diverse talent that drives innovation, efficiency and long-term growth.
The current state of the market
At first glance, the numbers suggest positive trends. According to Gartner’s 2024 Women in Supply Chain survey, women now make up 40% of the overall supply chain workforce – a notable shift for an industry long dominated by men. But, beyond the surface, disparities remain. At senior levels, representation drops to 31% for directors and just 26% for VPs.2 The gap is even wider in transport and storage, where women hold only 12% of jobs globally.3
Frontline roles tell a similarly uneven story. Women represent 36% of frontline employees in supply chain, marking a five-point increase from 2023. However, in certain subsectors, progress has been inconsistent: the 2024-25 Women In Trucking Index data shows that only 9.5% of all professional truck drivers holding a commercial driver's license (CDL) are women – a decrease of 2.5% from 2023.4 And in maritime, women account for less than 2% of the global seafaring workforce.5
These figures highlight the structural challenges influencing gender representation in logistics, from entry-level hiring to leadership progression.
The story behind the stats
McKinsey's 2024 Women in the Workplace report identifies a persistent "broken rung" in corporate America. Women are hired into entry-level roles at lower rates than men, leaving them underrepresented from the start and narrowing the pipeline for leadership.
In logistics, this pattern is compounded by sector-specific barriers. In maritime, for example, physical conditions onboard vessels—including inadequately fitted personal protective equipment (PPE) and a lack of gender-specific spaces—have been cited as a key pain point for women at sea.6 Similar challenges exist in trucking, where aspects of the work environment, such as safety infrastructure and facilities, have historically not accounted for a diverse workforce.7
For those who do enter the industry, career progression is not always straightforward. Frontline experience is often a prerequisite for senior roles – so lower representation in these operational positions contributes to lower representation in leadership.
Limited mentorship and networking opportunities can also widen the gap. Targeted mentoring programs are widely recognized as a powerful tool for career development. Yet a 2023 report by Women in Logistics and Transport Hong Kong (WiLAT HK) reported that of the 12 companies surveyed, only seven reported having mentorship programs specifically for young female employees.
Logistics companies today are facing complex challenges – digitalization, sustainability pressures, post-pandemic restructuring and labor shortages. Addressing gender imbalance at a systemic level could be key to navigating these industry shifts more effectively.
The business case for change
Expanding the talent pool through gender-inclusive policies delivers measurable business benefits. A study by Great Place to Work found that companies with strong diversity practices have employee retention rates more than 5x higher than their counterparts. In a sector where turnover costs are rising by over 60% year-over-year, 8 this alone makes a compelling business case.
Meanwhile, research suggests that gender-diverse teams drive better problem-solving and decision-making in logistics.9 Diverse perspectives bring greater creativity, more balanced risk assessment, and a broader understanding of the client base, all of which can translate into operational efficiency and innovation capacity.
Despite widespread recognition of the benefits of diversity, commitment from companies remains inconsistent. Gartner's 2024 survey reveals that only 29% of supply chain companies have direct accountability for gender diversity goals on management scorecards.
It also points to a trend of leadership teams outsourcing diversity initiatives to HR departments, effectively sidelining these efforts from core business strategy, and notes that fewer organizations than in 2023 have plans to close gender pay gaps – while more now report having no plans at all.
Industry initiatives and company-led efforts
Against this challenging backdrop, promising industry-wide initiatives have emerged to accelerate progress. The Women in Logistics (WIL) consortium, launched in June 2024, unites leading companies committed to concrete actions for increasing gender diversity. Its peer organization, the Women in Transport (WiT) Network, unveiled in early 2025, focuses specifically on empowering women in that subsector through mentorship, networking and professional development.
Companies can also take steps to strengthen gender representation. This could look like embedding diversity metrics into executive performance evaluations, and ensuring facilities and equipment accommodate all employees. It could also look like fostering a robust talent pipeline at every stage through initiatives ranging from early career and return-to-work programs to structured mentorship that supports real career progression.
At CEVA Logistics, we have seen tangible outcomes as a result of our targeted efforts. In France, we earned an Equality Index score of 83/100 in 2023, reflecting progress on pay equity and promotion rates. In the UK, multiple years of gender pay gap reporting show a steady increase in women reaching senior roles. Our Female Networking Group, launched in partnership with Women in Logistics, and our collaboration with NOVUS are helping to make logistics a more accessible career for women. Meanwhile, in North America, International Women’s Day is celebrated across our teams in the U.S., Canada, and Mexico, reinforcing a culture of inclusion.
At a global level, 30% of our senior leadership team is now made up of women – a milestone driven by CEVA’s Women’s Empowerment program, designed to support the next generation of female leaders in logistics.
Moving the needle
The conversation around gender representation in logistics is evolving, with more companies viewing diversity as a strategic asset rather than a compliance requirement. Greater inclusion in the workforce aligns with a broader focus on recognizing talent and leadership on merit. By challenging stereotypes and fostering an inclusive workplace, businesses can build a more resilient and adaptable workforce in a rapidly evolving industry.
