Natasha Rich is the Manager of Supply Chain Operations at OIA Global, where she oversees logistics optimization, supplier coordination, and end-to-end operational efficiency. With a strong background in international freight, sourcing, and inventory management, she ensures seamless, cost-effective supply chain solutions tailored to diverse client needs across global markets.
In an exclusive interview with logistics tech outlook, she shared her insights on management and supply chains.
Can you share the key experiences and milestones in your career that led you to your current role at OIA GLOBAL and how they have shaped your leadership philosophy?
My journey began in college, where I was pursuing both a Bachelor’s and Master’s degree in Social Work with the goal of becoming a Licensed Practicing Counselor (LPC). I attended Portland State University full time while also working full-time. I earned my Bachelor of Science in Psychology and began applying to numerous graduate school programs. After receiving multiple rejections, I started to feel discouraged. I also applied several times to the Department of Human Services, but was repeatedly passed over for more experienced candidates. It felt like door after door was closing.
Eventually, I found a role as a case manager for independent adults experiencing disabilities. I spent my days helping my clients with daily tasks like chores, errands, and grocery shopping, while also balancing recreational activities like trips to the zoo or bowling. I loved the work, but over time, I began to feel emotionally drained; As an empathetic person, the mental toll became overwhelming.
Looking for a change, I reached out to a temp agency and landed a short term role at a small mom & pop logistics company, sorting and filing paperwork. That three month assignment turned into a permanent position in export documentation, and I fell in love with the work. I enjoyed proofreading ocean BOLs and tracking cargo. It was simple but deeply satisfying. I later transitioned into airfreight, starting with electronic silicon wafers and eventually moving on to more complex shipments like hazmat and licensable goods. I loved the challenge of navigating carrier restrictions and countryspecific regulations. Solving those puzzles and delivering results for customers was incredibly rewarding.
I then took on a leadership role at another company, managing a domestic transportation team. Although I had no prior experience in domestic freight, I dove in and learned from the experts around me. When the international manager left, I stepped in to stabilize the operation, leveraging my export experience and learning new processes like using a Carnet. I was fortunate to work alongside a knowledgeable import specialist, and together we rebuilt the international department into a strong, collaborative team. As our domestic business grew, we launched a final mile partnership with another office to create a seamless “one mile” service, from import, to warehouse, to last-mile delivery. The service took off, and customers loved having a single point of contact for door to door logistics. That year, we became the highest grossing office at the company.
Investing in your people, from executive leadership to entry level employees, is essential. Everyone needs a reason to feel connected to the company and to feel a sense of belonging that inspires pride in their work.
During COVID, I took a remote sales role with a tech company offering warehouse services. It was a new and exciting opportunity, but I quickly realized that sales and travel weren’t for me. I’m an introvert and a homebody, which led me to seek a new opportunity and found my current role at OIA Global.
Once again, I stepped into something unfamiliar, Supply Chain Management. I love diving into new processes, understanding how they work, and finding ways to improve them. It’s been almost three years now and I can confidently say that every day I learn something new and I’m surrounded by well seasoned mentors that are happy to jump in and help anytime I need it.
Throughout my career, one theme has remained constant: Relationships. I’ve built strong connections with peers, managers, and team members at every step. I believe in putting people first, getting to know the whole person behind the job title. When employees feel happy and fulfilled, they do their best work. That belief is at the core of my leadership philosophy.
Many organizations claim to prioritize customers, but few successfully translate this into tangible results. What specific processes or innovations set your approach apart from others in the industry?
I have always believed: If you take care of your people, they will take care of your company. Employees who feel valued, fulfilled, and part of a team they truly belong to, are more likely to go above and beyond for customers and take pride in their work. When team members are happy and their voices are heard, they become active contributors to innovation and improvements. They are the experts in their roles; they’re the ones doing the work every day. Their insights are essential in understanding what processes will succeed, which ones won’t, and most importantly, understanding why.
You emphasize improving quality controls while staying compliant with organizational and regulatory standards. How do you operationalize that in a way that doesn’t slow down business execution?
Every industry I’ve worked in has been fast paced, everything always needs to be done yesterday. To maintain both speed and ensure quality, it’s essential to evaluate processes objectively and eliminate inefficiencies. Just because something has always been done a certain way doesn’t mean it’s still necessary or effective. I encourage my team to question the value of their tasks: “Why are we doing this? Do we really need this?”. Their feedback is crucial to streamlining workflows and ensuring our efforts are focused where they matter most.
Balancing speed and cost is a constant challenge in supply chain operations. How have you managed to shorten delivery times while still maintaining strong margins and keeping customers happy?
I never choose the cheapest option. The carrier could promise me the world, but I know for the cheapest price they have to cut corners or they will drop the ball and they are representing your business to your client and impressions mean a lot. I choose a middle of the pricing tier carrier and build a relationship with the sales representative to build a process together, as they are an extension of our team. I’ve learned over the years that when customers feel genuinely taken care of, they don’t mind paying a bit extra. At the end of the day, late freight costs them more when it leads to bad reviews, which will stick with the brand.
You’ve negotiated and managed procurement contracts across goods, services, and capital equipment. With today’s volatile cost environment, what best practices have you found most effective in building flexibility and value into vendor contracts?
Relationships, relationships, relationships. They really matter when partnering up with a vendor. You need to make sure you partner with a suitable company and ensure that the contract benefits both sides, to ensure everyone is invested into this relationship and transactions that go along with it.
Looking back on your journey, what advice would you give to emerging industry leaders striving to make supply chains more customer-centric?
Investing in your people, from executive leadership to entry level employees, is essential. Everyone needs a reason to feel connected to the company and to feel a sense of belonging that inspires pride in their work. When employees feel discouraged or undervalued, the quality of their work inevitably suffers. Most people naturally want to do a great job, feel proud of their contributions, and be recognized for them. Employees are the face of your company to the customer. When you invest in your team, that care and commitment are reflected in the service your customers receive. Strong employee engagement leads to stronger customer relationships built on trust, consistency, and a sense of partnership. A great partnership is one the customer never has to worry about.
