Today, Supply Chain, Procurement, and Logistics are no longer simply operational functions – they are an essential part of strategic business development. The professional journey of Svitlana Holovatenko – from Ukraine to building a career in the United States – is a story of continuous growth, adaptation, and deepening expertise. Today, she works at the intersection of Supply Chain, Procurement, and Logistics, helping businesses improve efficiency, manage risks, and build resilient supply chains.
www.linkedin.com/in/svitlana-holovatenko
Svitlana, how challenging was it to adapt the experience you had already gained to a new professional environment and the U.S. market?
Moving to the United States was not simply a change of country for me, but an opportunity to look at my professional experience from a new perspective. Rather than simply transferring my Ukrainian experience into a new environment, I consciously complemented it with new knowledge. I invested time in additional education, professional certification programs, and modern approaches to project management, Procurement, and Supply Chain. What particularly impressed me was how strategic this field is in the United States: Supply Chain and Procurement directly influence a company’s profitability, resilience, and competitiveness. At the same time, I realized that fundamental professional qualities remain universal: analytical thinking, responsibility, the ability to work with uncertainty, and finding the right balance between cost, quality, and risk. Today, I see my journey as proof that strong professional expertise truly has no borders.
Today, you work at the intersection of Supply Chain, Procurement, and Logistics. How would you explain to someone outside the industry just how strategic this function really is for a modern business?
There is still a common perception that Supply Chain is primarily about transporting goods, while Procurement is about finding a supplier at the lowest possible price. In reality, these are only small parts of what a modern professional in this field does.
Supply Chain is responsible for ensuring that the entire system operates continuously: production has the necessary materials, customers receive products on time, resources are used efficiently, and the business can respond quickly to change. Procurement has also long gone beyond simply purchasing goods – it involves risk management, supplier relationship development, and creating long-term value.
In my work, I always try to look beyond an individual contract or order. One Supply Chain decision can affect financial performance, operational efficiency, customer service, and even a company’s competitiveness. That is why I consider this field not a support function, but one of the key elements of strategic business management.
Procurement has traditionally been viewed as a function whose main goal was to find a supplier and secure the best possible price. Why is this approach no longer enough, and how is the role of Procurement changing within business?
The business world has changed, and the cheapest supplier very often does not mean the best solution. If you look only at price, you can end up with delivery delays, inconsistent quality, production downtime, or significantly greater financial losses.
That is why today I evaluate suppliers much more broadly: their financial stability, production capabilities, quality, logistics, contract performance history, and ability to respond quickly to changes. Transparent communication and a willingness to build a long-term partnership are also important. In my work, I focus not simply on the purchase price, but on the total cost of ownership and the potential risks for the business. Sometimes a slightly more expensive solution at the beginning can help avoid significantly greater costs in the future. That is why modern Procurement is increasingly becoming part of strategic management rather than a separate operational function.
Tell us about one of the professional projects or cases you are particularly proud of. What was the problem, what solution did you propose, and what specific result did it deliver for the business?
Throughout my professional career, I have dealt with many complex cases that required quick decisions and a comprehensive approach. One of them particularly illustrates how strategic the role of Supply Chain and Procurement has become today. It involved the risk of production shutdown due to the unavailability of a critical spare part.
The case arose in the seafood processing industry, where production is highly seasonal, operates within limited time windows, and depends on the uninterrupted operation of equipment. The manufacturer informed us that the required spare part could not be supplied because of a component shortage. Moreover, the part had already been discontinued and could only be manufactured as a special order.
Switching to a new modification would have required significant changes to the production process, which was practically impossible during the active season. Therefore, the key challenge was not simply to find an alternative supplier, but to comprehensively assess the risks, verify the technical compatibility of the solution, confirm the availability of the spare part, evaluate delivery timelines and logistics risks, and simultaneously coordinate the work of suppliers, the equipment manufacturer, logistics partners, the engineering team, and production. An additional challenge was delivery to a remote region where transportation options were limited and weather conditions could significantly affect delivery times. Ultimately, we were able to implement an alternative solution, provide the facility with the necessary spare part on time, minimize the risk of downtime, and maintain uninterrupted production during a critical period for the business.
Working with suppliers involves much more than negotiating price. What factors do you consider key today when selecting and evaluating a strategic partner?
I consider it a major mistake to evaluate a supplier solely on the price of their offer. A strategic supplier directly affects operational stability, financial performance, and a company’s ability to meet its commitments to customers.
Therefore, I look at the partner’s financial stability, reputation, product quality, supply reliability, production capabilities, and speed of response to changes. Risk is another critical factor, because today supply chains can be affected by geopolitical instability, changes in logistics routes, shortages of materials, or limited production capacity. For me, it is important not only to solve problems once they arise, but also to anticipate them in advance. At the same time, I pay close attention to communication transparency and the supplier’s willingness to build a long-term partnership. The best results occur when the relationship is no longer simply a “buyer–seller” model, but a partnership with shared responsibility for the outcome.
You are also involved in developing the professional community and the industry. Why is it important for you not only to grow personally, but also to share your experience?
For me, expertise is not only about personal professional achievements, but also about being willing to pass knowledge on to others.
Back in Ukraine, I taught professional courses for specialists in logistics and international freight forwarding, conducted specialized webinars, and served on the examination committee of an international Freight Forwarding certification program, where I evaluated diploma projects.
In 2021, I also became a speaker at the international conference “International Trade & Transport Marathon,” dedicated to international trade, logistics, and transportation. After moving to the United States, I continued developing this area through the CSCMP Puget Sound Roundtable, where I currently serve as Vice President of Programs and work on professional events, partnerships, and collaboration with businesses and universities. In addition, I participate in the CSCMP mentoring program, helping young professionals better understand the industry and its modern requirements. It is important to me that the professional community develops not only through the individual achievements of its members, but also through knowledge sharing and support for the next generation of professionals.
And finally, how do you see the next chapter of your professional story? What goals, projects, and ambitions are most important to you today?
I have always viewed professional development as a continuous process, so today it is important for me not to stop at what I have already achieved. I want to continue working on complex projects in Supply Chain, Procurement, and Logistics, expand my expertise, and develop my international experience. Another area that is becoming increasingly important to me is advancing the profession itself through education, international collaboration, professional speaking, publications, and participation in industry initiatives.
I am interested in working where the goal is not simply to maintain existing processes, but to find new, more efficient, and more resilient solutions. At the same time, real value for the business remains my priority: an effective Supply Chain should help a company not only save resources, but also withstand crises, adapt to change, and build a long-term competitive advantage. I see my professional mission as creating more efficient, flexible, and resilient supply chains. The world is changing very quickly, and I want to be among the professionals who help businesses not simply respond to these changes, but be prepared for them!
