CITT Leadership Spotlight: A Conversation with Alma Arzate, CCLP, CCLMP

We sat down with Alma Arzate, CCLP, CCLMP, Senior Director of Global Supply Chain Logistics at Apotex, to discuss her career and leadership as a woman in the logistics industry

Recipient of the 2026 Women’s Leadership in Logistics Award

In an industry driven by key performance indicators, freight capacity, and complex global supply chains, leadership is often measured by the hard numbers of operational output. Yet, as the logistics landscape faces unprecedented disruptions, the definition of an effective leader is rapidly shifting. True operational resilience is built on people.

Nobody understands this intersection of human empathy and rigorous execution better than Alma Arzate, CCLP, CCLMP, Senior Director of Global Supply Chain Logistics at Apotex, Inc. Honored with CITT’s 2026 Women’s Leadership in Logistics Award, Alma has spent her career transforming male-dominated operational spaces into inclusive environments where diverse teams thrive.

We sat down with Alma to discuss her evolution from a technical expert into a global leader, her lived experiences as a Latina navigating corporate rooms, and her deep commitment to mentoring the next generation of supply chain professionals.

Redefining Leadership: Beyond Titles and Hierarchy

CITT: What does authentic leadership mean to you? What does it mean specifically as a woman?

Alma Arzate: "To me, authentic leadership is not about hierarchy, titles, or authority. It is about influence, responsibility, and creating an environment where you can inspire others to take action, displaying enthusiasm, energy, and optimism. As a leader, you need to have a clearly established purpose, along with a set of values and beliefs, and have the courage and ethic to be consistent and stick to them—in good and bad times. This is what can set a leader apart and earn the trust and respect of the team and others. Your team needs to know what to expect from you at any given time; otherwise, chaos and confusion may ensue.

The more authentic and genuine you are, the more you can create an inclusive environment that others are drawn to, and can successfully align diverse perspectives and people to form strong partnerships that create the best solutions. You can also help create a culture that is energized by taking on the seemingly impossible, and build excitement in the team to push through challenges.

Early in my career, I thought leadership was mostly about delivering results, solving problems, and driving performance. Those things are important, of course, especially in supply chain and logistics where the pace can be intense and the stakes are high, but as I grew into more senior leadership roles, I realized something much deeper: people perform at their best when they feel seen, valued, and safe to contribute freely. They need to feel respected, supported, and empowered to grow. That changed my approach to leadership."

"As a woman, leadership has also meant learning to find my voice in spaces where women were often underrepresented. There were many moments in my career where I have been the only woman in the room, often surrounded by senior male leaders, and later on, often the only Latina as well."

"I still remember attending a leadership offsite shortly after being promoted to my first management role. There were only four women among more than one hundred operations leaders. I remember looking around the room and wondering if I truly belonged there. It felt intimidating, and I questioned myself a lot. I worried about speaking up, making mistakes, or not sounding 'knowledgeable enough.'

Over time, I learned that although leadership does not require perfection, it does require showing up for your team consistently, especially during difficult moments. Today, one of the things I care about most is creating environments where people feel they belong, where their voices are heard, and where future leaders can grow. Leadership is not just about achieving results; it is about opening doors for others. It is about leaving people stronger, more confident, and more capable than they were before they worked with you."

Unconventional Inspiration and the Power of Representation

 CITT: Have there been any women who have made a difference in your career in terms of leadership?

Alma Arzate: "While I have had wonderful mentors of all backgrounds throughout my career, I have also been deeply inspired by women who showed strength, resilience, vulnerability, and leadership in different ways. Some of those women were senior leaders who demonstrated confidence, grace, and composure in environments that were not always easy for women to navigate. Seeing women lead large teams, influence decisions, and command the respect of the room helped me believe that those spaces were possible for me too.

Early in my career, one of the women who inspired me most was actually not a senior executive. She was a working mother who managed enormous professional responsibilities while raising a family. Watching her navigate challenges taught me that leadership is not only demonstrated in boardrooms. It is demonstrated every day through resilience, consistency, and integrity.

I have also learned from difficult experiences. I sometimes worked in environments where there were very few women in leadership positions, and that absence itself became a lesson. It showed me how important representation is. That experience shaped the kind of leader I wanted to become: someone who lifts others while pursuing excellence. Today, I try to pay it forward through mentorship and sponsorship. I know firsthand how powerful it can be when someone believes in you, encourages you, or simply creates a safe space for you to grow."

The Executive Advantage: Empathy, Listening, and Resilience

CITT: What unique perspectives or “soft skills” have you found to be your greatest advantage in your career?

Alma Arzate: "I would say emotional intelligence and adaptability have been two of my greatest strengths. I have tried to lead with empathy while still maintaining accountability and high standards. Supply chain and logistics can be very operational, fast-moving, and results-driven environments, but behind every process, every KPI, and every operational challenge, there are people, and understanding people is incredibly important.

I would also say that developing a resilience mindset has played a huge role in my career. Because of my own journey—growing up in Mexico, being the first in my family to attend university, immigrating to Canada, having to rebuild my career, and living through multiple transitions, industries, cultures, and leadership roles—I have developed the ability to make connections with people very quickly. Whether I am speaking with a distribution technician, an analyst, a logistics partner, or a senior executive, I genuinely enjoy understanding what their goals are, and what I can do to help them get there.

I also learned the importance of listening. As leaders, we sometimes feel pressure to always have all the answers, but I have found that some of the strongest leadership moments come from listening carefully to the team, creating trust, and helping people feel comfortable so they can contribute their ideas."

The Turning Point: Shifting from Technical Expert to Leader

 CITT: Can you think of a moment or project that felt like a turning point where you transitioned from being an expert to a leader?

Alma Arzate: "One major turning point happened when I was promoted into my first management role. Up until that point, much of my identity had been tied to being technically proficient, demonstrating quick problem solving, and personally driving results. Leadership required something very different.

I remember one of my mentors, Jim, pulling me aside shortly after this promotion and giving me advice that completely changed my perspective. He told me: focus on ensuring your team has the tools, support, and development they need, and the business results will follow.

Jim’s advice stayed with me, as it helped me realize that my success would no longer be measured by what I personally achieved, but by what my team achieved. I didn’t need to be the person with all the knowledge. Now, it was about surrounding myself with talented people, sharing knowledge freely, and creating the conditions to see others thrive. Another important shift happened after immigrating to Canada. Having to take a few professional steps back and rebuilding my career made me much more intentional about relationships, communication, and influence. It significantly deepened my empathy."

Disrupting the "Loudest Voice in the Room" Culture

CITT: Logistics is typically a male-dominated field. Are there any traditional ways of doing things that you have chosen to change or improve in that light?

Alma Arzate: "One thing I have worked very intentionally on is creating more inclusive environments where people feel comfortable contributing, especially women and quieter team members. In many operational environments, the loudest voice in the room often dominates the conversation. There are many interruptions, and ideas are sometimes overlooked until they are repeated by someone else: maybe someone in a position of authority.

I know how it feels to have an idea overlooked or to be interrupted repeatedly, because I experienced it myself, so I like to ensure that does not happen on teams I lead. For example, if I notice someone being interrupted repeatedly, I redirect the conversation back to them. If someone’s idea gets repackaged by another person, I make a point of recognizing where the idea originated.

I also try to create more structured participation in meetings so multiple voices are heard. I believe diversity of thought leads to stronger decisions and innovation, but diversity only works when people genuinely feel safe contributing. I have also tried to challenge the idea that leadership must always be aggressive or authoritative. I believe empathy, kindness, collaboration, emotional intelligence, and mentorship are not soft skills at all. They are leadership skills."

Mentorship is a Responsibility, Not a Checklist

CITT: How do you approach mentorship now?

Alma Arzate: "Mentorship is something I care deeply about because I know how much it changed my own life. I have been fortunate to have many mentors who believed in me before I fully believed in myself. They challenged me, encouraged me, offered me plenty of exciting opportunities, and helped me grow by pushing me further than I ever thought I was capable of. These leaders were also my sponsors, were open to my ideas, facilitated direct access to senior leaders, and thrust me into the spotlight.

I see mentorship as both a responsibility and a privilege. I showcase and champion the work of many people. I try to understand what each person needs because mentorship is not one-size-fits-all. Some people need confidence. Some need honest feedback. Some need visibility and sponsorship. Others simply need someone to listen, creating the right space for them to discover that the answers they were looking for were within them all along! I also believe mentorship should go beyond career advice. I care about people holistically, which includes their personal well-being, their self-confidence, their professional growth, and their sense of belonging.

Today, one of the things I enjoy most is playing a role in developing people. Over the years, I have mentored close to 100 individuals and sponsored the growth of many others. Some now hold leadership positions across organizations such as Apotex, Kenvue, Johnson & Johnson, Emerson Electric, and General Motors."

"Nothing gives me more joy than seeing these many leaders delivering outstanding results every day, knowing that I was with them for part of their journey. Honestly, it is a two-way street, as I have learned a lot from them too. Their ambition, vulnerability, resilience, and trust have inspired me and continue to inspire me in countless ways."

"My commitment to mentorship extends beyond the workplace through professional associations, universities, newcomer organizations, and women's leadership initiatives, where I continue to support the next generation of leaders."

Actionable Advice for the Next Generation

 CITT: What’s some of the advice you’d give young women in the industry now?

Alma Arzate: "Ladies, please don’t wait until you feel completely ready to raise your hand and put yourself forward. Try to get rid of any self-limiting beliefs. Gather some courage, have an open and honest conversation with your manager, and ask for stretch goals and additional responsibilities.

So many women underestimate themselves. We wait until we check every box, until we think we are completely prepared, or until we feel fully confident, but growth is something that rarely happens when you are comfortable. Many of the opportunities that have shaped my career came before I felt ready for them. To be fully transparent, some of them made me a bit queasy, and although sometimes I had no idea how I was going to get to the finish line, I said yes anyway. I trusted that I was going to be able to figure out ways to motivate myself, my peers, or my team so we could deliver the expected results together with grit, perseverance, and a positive, can-do attitude.

I would also encourage women to use their voice, even if you are a little nervous at the beginning. Do not be afraid to take space and to ask to be included. The more you speak, the greater your confidence, the more relaxed you will be, and then you will increase your effectiveness over time. Your perspective, experiences, and ideas matter. Please do us all a favor and share them with the world!

Finally, always aim to build strong relationships and support other women along the way. The more doors we hold open for one another, the stronger our profession becomes. There is room for all of us to succeed!"