Throughout my career, I’ve had the opportunity to work in different areas of the supply chain, from warehouse and transport management to coordinating multidisciplinary teams in highly dynamic environments, with transverse projects for the organisation, such as Omnichannel and the review of the multi-brand supply chain. I started my career in the automobile sector, a demanding and rigorous industry, but one of the most important milestones was my time working on internationalisation projects, where I realised the importance of aligning the logistics strategy with the global vision of the business.
I started my role at Salsa at a remarkable time for the brand, when it was the beginning of its internationalisation. This is a defining moment for my professional experience and an important milestone for my growth, not only because of the challenge posed by the fashion sector, where cycles are short and consumer demand is high but also because of the company’s culture, which values innovation and proximity to the customer.
I believe that a leader must be able to anticipate scenarios, create an environment of trust where people feel valued and, above all, ensure that all decisions have an impact on the end customer’s experience in mind.
Managing diversified fashion retail channels is always a challenge, but in the case of retail and (multibrand) wholesale channels, it requires a balanced approach between control and flexibility. In the retail channel, we have greater visibility and information about the customer experience and journey, which allows us to test new approaches, quickly adapt the offer and align it directly with the brand’s objectives. In the wholesale channel, the challenge is to ensure consistency in product presentation and maintain high levels of service, even without direct control over the point of sale.
Along the way, I’ve learned that it’s essential to segment the supply strategy according to the channel - from demand forecasting to in-store replenishment. Integrating data between channels and investing in end-to-end visibility have become priorities to ensure a quick and coherent response.
Managing different business channels strongly influences strategic planning: it forces us to build a flexible supply chain with the capacity to adapt to different market dynamics without losing operational efficiency. The key is to understand the specificities of each channel and translate them into differentiated logistics decisions, but always in line with the brand’s value proposition.
In fashion retail, where trends change rapidly and the pressure to deliver value to the customer is constant, agility is not an option - it’s a requirement. But this agility must be supported by robust and efficient processes, otherwise it turns into disorganisation and uncontrolled costs.
My playbook is based on three fundamental axes: dynamic planning, proximity to logistics suppliers and digitalisation of the supply chain. We are committed to a planning model that combines historical data with real-time predictive analysis. This ability to adapt is critical, especially during periods of greater seasonality.
We foster close, collaborative relationships with our partners, including suppliers and logistics providers to ensure flexibility and responsiveness without depending solely on short-term solutions, which typically involve higher costs. At the same time, digitalisation has become a key differentiator. Through integrated systems and real-time performance dashboards, we are able to make faster, data-driven decisions, maintaining greater control over both costs and service levels
“My recommendation is not to sacrifice planning for speed. Being agile isn’t about reacting without thinking, it’s about preparing to react better. This requires a solid foundation of processes, reliable data and a deep understanding of the By Ana Esteves operation.”
The key is to balance agility and cost control, guaranteeing a sustainable and resilient chain.
Omnichannel has completely redefined the role of the supply chain. We no longer just talk about supplying physical stores or online platforms. Customers increasingly want to buy from any platform or physical store, receive it wherever it’s most convenient and, if necessary, return it easily to any channel. This forces us to rethink the entire logistics architecture, making it much more consumer-centric and flexibility-oriented.
Another growing priority is coordination between channels: ensuring that the different logistics flows (store, e-commerce, multi-brand, marketplace, etc.) are integrated and communicate with each other, allowing for intelligent inventory management and frictionless customer experience.
Over the next few years, I see a clear evolution in three pillars:
Automation and artificial intelligence, to predict consumer behavior and optimise routes and stocks;
Integrated sustainability, not just in the operation, but as a decisive factor in competitiveness and brand reputation;
Hybrid and distributed logistics models, such as dark stores, micro-fulfillment centers (small logistic hubs) and collaborative deliveries, to bring the product even closer to the end consumer.
For supply chain leaders, this means being ever closer to the consumer, but also more connected with all areas of the business - from technology to marketing to in-store operations.
Managing teams with skills as diverse as logistics, quality and downstream requires, above all, leadership with an integrated vision and very clear communication. Each of these areas has its own dynamics, language and metrics and the challenge is to ensure that they all feel part of the same common goal and understand the impact they have overall.
My approach is to create a shared purpose, aligned with the brand’s culture and values and centered on the customer experience. When teams understand that everyone’s work contributes directly to the success of the customer journey, commitment and collaboration naturally increase.
Another key point is to promote autonomy with responsibility. I give teams space to make decisions within their scope, but always with well-defined indicators and regular moments of alignment. This trust generates motivation and speeds up responsiveness.
Finally, I highly value active listening and recognition. It’s important to be present in the field, to understand the challenges of each function and to give visibility to good work, regardless of the area. In a modern supply chain, every link counts and it’s this transversal team spirit that I try to cultivate daily.
The fashion industry is exciting precisely because it is constantly changing. For those now entering the fashion retail supply chain, the biggest challenge and the biggest opportunity, is learning to balance speed of response with discipline in planning.
My recommendation is not to sacrifice planning for speed. Being agile isn’t about reacting without thinking, it’s about preparing to react better. This requires a solid foundation of processes, reliable data and a deep understanding of the operation.
Another important recommendation is to maintain a mindset of constant learning. The sector changes fast, the supply chain is volatile, there are new technologies, new consumer demands and new ways of distributing and delivering. Being curious and adaptable will always be an asset.
Finally, always bear in mind that your decisions have an impact on the end customer, even when you are dealing with logistics, quality or forecasts, your work is adjusting the experience of those who wear the brand. And it is this focus on the consumer that should guide every decision.
