Ouafaa on Why People Drive Successful Logistics

People - why are they the central element of Evonik logistics?

Logistics never operates in isolation. It connects suppliers, service providers, sites, production facilities, customers, and many internal functions across the company. At Evonik, logistics is part of a larger network: raw materials need to arrive on time, materials must be moved, products stored, filled, and distributed around the world. For all of this to work reliably, it takes more than processes and systems - it takes people who take ownership and collaborate across organizational boundaries.

For me, people are the central element of Evonik Logistics Services (ELS) because logistics depends every day on coordination, clarity, and reliability. We work closely with external transportation providers, internal interfaces, and many other functions. That is why I see logistics as an area that can only succeed through collaboration.

Why are you a driving force behind getting things done?

It is our close connection to operational reality. In logistics, challenges rarely remain abstract. You quickly see where something is not working, what impact it could have, and what needs to be done. The focus is often on very tangible requirements: deadlines, volumes, availability, interfaces, safety, quality, and costs. Our work has a direct impact on whether processes run smoothly and whether Evonik can reliably deliver on its commitments to customers.

I believe this is exactly where the strength of ELS lies. We are solution-oriented, action-driven, and closely aligned with the needs of the business. We work on topics with the clear goal of turning ideas into execution. Our contribution often remains behind the scenes, but ELS plays a critical role in ensuring stable operations and enabling value creation across Evonik.

Do successful logistics require courage?

Yes, because logistics rarely takes place under ideal conditions. There are many dependencies, short-term changes, and situations where there is no standard playbook to follow. That is precisely when courage is needed—to take responsibility and work together to find sustainable solutions.Between production requirements, site operations, service providers, customer expectations, economic conditions, and operational realities, there is rarely one simple path forward.

Decisions must be prepared, priorities set, trade-offs evaluated, and progress maintained—even when not every factor can be fully predicted.I want to demonstrate that courage through my decision to pursue further education alongside my professional responsibilities. Through a part-time Master's degree in business and management, I am preparing for the next step in my development. Professionally, I am involved in an automation project from the very beginning for the first time—a forward-looking initiative that I am planning and implementing together with the project leadership team.What excites me most is the opportunity to contribute directly to the future development of our logistics operations: processes, technology, project management, and, above all, the people who make change happen. For me, this is exactly where I want to grow.