Join us in welcoming Erika Valdez, Senior Director of Supply & Inventory Planning at Nike, to our AWESOME community. Erika’s journey from Mexico City to global leadership roles showcases her commitment to diversity and inclusion. In her interview, Erika shares her experiences, challenges, and insights into the importance of networking to foster a sense of community among women leaders in supply chain operations.
In her current role, Erika is the Senior Director of Supply and Inventory Planning for Asia Pacific and Latin America at Nike, overseeing teams in diverse markets. She has over 15 years of experience in wholesale and retail planning, inventory management, sales and operations, mainly within the global sports footwear and apparel industries.
Last year, Erika completed a one-year program at MIT, earning a Chief Digital Officer certification with a focus on digital transformation, innovation, and new technologies like generative AI. Her leadership also extends to championing diversity and inclusion initiatives.
Erika has experience working in Mexico, USA, Japan, France, and Spain. She is fluent in English, Spanish, and French, and has some knowledge of German, Italian, and Japanese. Erika’s expertise goes beyond language proficiency, as it includes significant experience working with different cultures.
AWESOME
We’re so happy to welcome you to the AWESOME community of women leaders. What excites you most about this network?
Erika Valdez
I believe this network is very important because there’s still significant opportunity to drive diversity and inclusion, starting with gender, in supply chain and operations across different companies and industries. I want to be part of the change, and being part of this group is a step towards that for me.
AWESOME
That’s a beautiful answer. How did you hear about AWESOME?
Valdez
At Nike, I joined Women of Operations, one of the chapters of Women of Nike. Nike has a large network of employee resource groups called Nike United, one of which is Women of Nike. Within Women of Nike, there are about 30 chapters, including Women of Merchandising, Women of Technology, and Women of Operations, among others. Women of Operations focuses on women in supply chain, demand and supply management, procurement, and global places and services. Since October last year, I’ve been co-leading Women of Operations globally at Nike with Kelsey Peoples. Women of Operations manages the relationship with AWESOME, which is how I learned about it. I attended the Symposium in Chicago hosted by McDonald’s and the one in Bentonville hosted by Walmart as well.
AWESOME
That’s great. Welcome back to the Symposium. What was one of the things you found memorable about it?
Valdez
At most supply chain or operations conferences, a high percent of the attendees are male. What excites me most about this Symposium is meeting women who are already leaders in their companies and industries. The sense of community and belonging here is incredibly inspiring.
AWESOME
The networking is a valuable aspect for many in AWESOME. It’s a great opportunity to connect and support each other. How does the network help you specifically?
Valdez
The network helps by identifying each other and learning about what others are doing to drive diversity and inclusion from a gender perspective. For instance, in Bentonville, I learned a lot about how Walmart is managing this, which allows me to compare and see where Nike stands and what we can learn and implement to drive evolution.
AWESOME
I’d like to learn a little bit more about you and your background, can you tell me about your career journey and some of the achievements or challenges you’ve faced along the way?
Valdez
Of course. I’m originally from Mexico City and studied industrial engineering there. During college, I did exchanges and internships in Spain and France. Fourteen years ago, I started working for Nike in Mexico as a customer service representative in supply chain. Over six years, I held various roles, including account executive, demand planning, and business planning. In 2016, I relocated to Portland, Oregon, for planning roles related to Nike stores in Asia Pacific and Latin America, which involved a lot of travel and training. In 2019, I moved to Japan to lead the sales planning organization, including planning for the Olympics, though the pandemic shifted our focus to inventory management. In 2021, I returned to Portland, and last year, I became the Senior Director for Supply and Inventory Planning for Asia Pacific and Latin America, overseeing two teams focused on purchasing strategy and end-to-end inventory management.
AWESOME
Your global experience is impressive. What can you draw from those diverse experiences?
Valdez
Adaptability and flexibility are key. Learning how different cultures work and communicate effectively is crucial. For example, in Japan, I had interpreters for team meetings and one-on-ones to ensure clear communication. Despite cultural differences, I’ve learned that at the end of the day, we’re all humans trying to do our best. Assuming positive intent is core to how I work and relate to others.
AWESOME
That’s very insightful. Can you share another challenge you faced and how you overcame it?
Valdez
When I started at Nike in Mexico about 15 years ago, I knew some directors who were hiding their LGBTQ+ identities. I felt I had to hide too. Fast forward… when I moved to Japan, I was open about having a wife, even though no one else seemed to be openly gay. Eventually, people started sharing their stories with me. We created the Pride Network, an employee resource group for the LGBTQ+ community, in the Nike Japan office. This network didn’t exist there before, so we started initiatives like changing product distribution and communication language to be more inclusive. My goal was to make at least one person feel safe being their authentic self in the office.
AWESOME
Your leadership helped change the culture within the company. ESG and DEI are critical in supply chain. As we switch gears, I’d love to know more about how you balance the demands of leadership with personal and professional growth.
Valdez
I have a three-year-old son, and it’s been challenging to find balance. I try to protect my time with him by using a personal phone and computer at home, separating work from personal time. It’s about finding balance over longer periods rather than day-to-day. Sometimes I stay late at work for important meetings, and other times I prioritize family events no matter what.
AWESOME
What advice would you offer to other women aspiring to leadership roles in this industry?
Valdez
Another way I like to think about this question is what advice I could offer my younger self. And I would tell myself to reach out to role models and connect with them. Networking is so important to not feeling alone and creating a sense of community. Finding mentors and sponsors is essential, and we should be intentional about it.
AWESOME
As we look to the future, what are some key opportunities and challenges facing women leaders in supply chain today?
Valdez
One of the key challenges is representation. While overall numbers might look good, specific functions like supply chain often have lower representation of women in leadership. Access to data and metrics is crucial to understanding where we stand and driving the right conversations. Another challenge is balancing work and personal life, especially in demanding roles. However, there’s a huge opportunity to support each other through networks like AWESOME and push for systemic changes that promote diversity and inclusion.