Sue Purdum

Associate Teaching Professor in the Supply Chain & Information Systems Department

This meant working in manufacturing engineering, production management, operations strategy, and new product development/launches.

"On the supply side, we were often scrambling to react to a major customer’s order or issues and would often question the customer’s motive when things didn’t seem 'right,'" Purdum explained.  “[Questions asked included] 'Why is the customer doing this?,' 'How could that customer be so stupid?,'  'We know they don’t need that much product!  We’ll get it back in returns.'"

Purdum started doubting the old mantra of "the customer’s always right" and thought there had to be a better way of working together — "where together we come up with a more workable solution. "

She was eventually chosen to serve in a customer-focused position at Staples, where she was co-located at the company's headquarters.

Her background in operations really helped to “interpret in real-time” what the national sales team and Staples needed for the “supply-side” to orchestrate.  Her dedication and drive and solutions-oriented approach allowed the forecast accuracy to improve.

Our on time in full (OTIF) improved significantly and the coordination and collaborative planning during seasonal periods drove tremendous revenue lift.  It was a great success sensing/interpreting demand early enough so supply could respond appropriately," Purdum shared.

She also shared a bit about what how being a woman in supply chain has shaped her life and how truth be told, being a woman in supply chain is nothing new. Purdum finds that, in fact, some aspects of the supply chain discipline like customer service have been “female-dominated” for many years.

It was earlier in her career that there weren’t many women in manufacturing management positions, much less manufacturing engineering.

"There were difficult times, especially in contentious union negotiations, where I was the only female on a negotiating team for our company," she said. " I always tried to be respectful of others, factual, and fair even when others were not doing the same to me.  You had to show strength and determination...and then go home and whine!"

In the late 70’s or early 80’s, Purdum felt she was "an oddity" but never thought of barriers to overcome.

"As I reflect on it now, those who disagreed with my leadership weren’t the shop floor employees or engineering technical staff.  They valued my leadership style which, today, might be called a blend of emotional and technical intelligence," Purdum said, ruminating.

However, many of her colleagues in management and engineering "had some misgivings like 'why do I have to work for her?'

Purdum recalls being asked to take over leadership of a major multi-million dollar capital project that was failing over budget and behind schedule — many tempers flaring among the engineering team.  Her first challenge was to earn the engineers’ trust... but how?

"Get everyone in the same room and hammer out the details," Purdum said. "Get everyone working with each other again.  Build the Gantt chart together so all have a stake in it— once we gained momentum in clear direction and communication, I had overcome their distrust."

But what it comes down to is that being a woman in supply chain means the world to Purdum. She has been pleased to be a pioneer in persuading others that a STEM career is challenging yet so rewarding, especially in “shop floor”, Whether it is inside a warehouse, a health care facility, factory or other operations-type setting, she absolutely loved it.

"Many women have that balanced skill set of emotional and technical intelligence to listen well, pay attention to detail, and motivate others," Purdum advised, passionately.

But she didn't get to pioneering without the mentors and role models who" converted [her] from 'textbook' knowledge to 'practical.'"

"They made the factory come alive for me," Purdum explained. "On the shop floor, I was trained to utilize all my senses, so to speak.  Listen to the conveyors hum.  Can you hear any bearings seizing?  Look how that operator clears the jam.  Watch how the product flows through the rollers, belts, presses, gears and printing plates.  Count the rejected parts. Time the machinery and listen to its rhythm.  Watch how that employee reaches, grabs, bends, turns, lifts, and reacts.  There is SO much to see and sense in operations."

Above all, Purdum shared, her parents and their families, who were immigrants in the early 20^th century, were her greatest mentors.  They came from nothing and made something of themselves through hard work and willingness to help others.

When it comes to advice for future STEM generations, Purdum has only this to say:

"Go for it!  Scratch that word “barrier” out of your vocabulary and think of “opportunities” instead.  Accept the tough challenges when others won’t as you will stand out in your career. Volunteer for the mundane too like taking notes at a meeting.  Again, when others shy away, you will stand out.  That type of pro-active attitude about life and work will go far."