Conference Updates

LONDON, U.K., September 28, 2022

Gartner Supply Chain Symposium/Xpo 2022 London: Day 2 Highlights

We are bringing you news and highlights from the Gartner Supply Chain Symposium/Xpo, taking place in London through Thursday. Below is a collection of the key announcements and insights coming out of Day 2 of the conference. You can read the highlights from Day 1 here.

On Day 2 from the conference, we are showcasing lessons from leaders on our Supply Chain Top 25, strategies for partnering with suppliers to manage risk, key features of future supply chains, and forces reshaping industrial manufacturing. Be sure to check this page throughout the day for updates.

Key Announcements

Keynote: Unlocking the Potential of the Supply Chain: Lessons from Top 25 Leaders

Presented by Pia Orup Lund, Director Analyst, Gartner, and Mike Griswold, VP, Team Manager, Gartner

As supply chains take center stage in organizations, expectations around the value they deliver are accelerating. Pia Orup Lund, Director Analyst at Gartner, and Mike Griswold, VP, Team Manager at Gartner, discussed the traits of leaders, and which macro trends will unlock the potential of the supply chain.

Key Takeaways

  • “CFOs are requiring supply chains to balance strategic cost optimization and digital business acceleration.”

  • “Seventy-four percent of supply chain leaders expect to support new business models by the end of 2022.”

  • Sixty-seven percent of organizations have defined environmental and social sustainability KPIs they expect supply chain leaders to be accountable for.

  • Four macro trends influencing supply chain leaders include:

    • CSCO as Chief Ecosystem Officer: By 2026 more than 50% of organizations will compete as collaborative digital ecosystems.

    • Self-stabilizing Supply Chains: Modular supply chain solutions will enable CSCOs to make faster, more accurate decisions in real time. 

    • Authentic Achievements in ESG: Sixty-three percent of Gartner Supply Chain Top 25 companies and masters score 10/10 on ESG.

    • Human-centric Digital Automation: Leaders focus on reducing cognitive overload and make the development of a new employee value proposition a top priority. 

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Partner With Your Key Suppliers Now to Mitigate Materials Planning Risks of the Future

Presented by Noha Samara, Director Analyst, Gartner

In a dynamic world, managing materials risks and constraints is crucial to secure the effectiveness of supply chain planning. In this session, Noha Samara, Director Analyst at Gartner, revealed how to set up a collaborative planning, forecasting and replenishment (CPFR) process with key suppliers.

Key Takeaways

  • “In today’s disruptive times, supplier collaboration is not a nice to have - it is a must have.”

  • “Collaborative Planning Forecasting and Replenishment (CPFR) as a concept has been there for many years, but mostly applied with customers and retailers - not suppliers. In today’s world, collaborating with the key strategic suppliers is equally important.”

  • “By implementing a collaboration process with key strategic suppliers, supply chain leaders can drive better visibility, improve accessibility to raw materials, collaborate on the prioritization of supplier capacity and joint value creation initiatives to address strategic corporate objectives.”

  • “CPFR  involves investment of time, resources and money from both parties, and it is a commitment to timely sharing of specific data to drive joint value creation projects.”

  • Supply chain leaders must take the lead now to mitigate risks for the future by:

  • Identifying their key strategic suppliers

  • Assess the current state of collaboration

  • Determine collaboration opportunities

  • Build a business case linking to business objectives

  • Kick off the CPFR process with key suppliers

Signature Series: The Future of Supply Chain

Presented by Pierfrancesco Manenti, VP Analyst, Gartner

Chief supply chain officers (CSCOs) should expect a future demanding substantial reinvention of supply chain management. In this session, Pierfranceso Manenti, VP Analyst at Gartner, illustrated the key features of future supply chains, and what CSCOs can do to prepare their organizations for the  future.

Key Takeaways

  • “CEOs look to the supply chain to help grow the business by delivering value to customers and supporting performance amid changing supply and market conditions.”

  • “With uncertainty around the globe, the sentiment from leading CSCOs is best characterized as a moment of deep reflection and reinvention.”

  • Three key supply chain reinventions are ahead:

    - From Location-Centric to Human-Centric Work Design: To remain competitive, CSCOs have to embrace a new employment relationship that centers on employees and offers: flexible work experiences, intentional collaboration and empathy-based management.

    - From Real-Time Analytics to Real-Time Decision Execution: With the increasingly volatile and fast-evolving nature of the market, 60% of enterprises expect supply chains to make faster, more accurate and consistent decisions in real-time.

    - From Operational Excellence to Commercial Innovation: Commercial innovation is a novel way for the supply chain to directly grow the top-line by developing new and different offerings focused on growth rather than cost-cutting.

Too Complex to Transform? The Changing Face of the Industrial Manufacturing Network

Presented by Marco Sandrone, Senior Director Analyst, Gartner

Industrial manufacturing networks have expanded through years of mergers, platform changes and regional expansion. In this session, Marco Sandrone, Senior Director Analyst at Gartner,  explored the forces that are reshaping the look of industrial manufacturing.

Key Takeaways

  • “As a consequence of acquisitions and mergers, manufacturing networks were left in a shape that was the result of corporate development strategy rather than of deliberate supply chain design.”

  • “According to Gartner’s latest research on smart manufacturing, 40% of industrial manufacturers cite network complexity as a top challenge to manufacturing strategy.”

  • “Industrial supply chain leaders have cited organizational complexity as a substantial challenge in driving transformation.”

  • The three levers to help those in the 40% move beyond complexity to enable transformation:

    • Determine the operating model that will fit the network strategy.

    • Simplify network design principles and take control of the network from within the supply chain with a principles and rules-based approach to network design decisions.

    • Simplify decision making for investments. Organizational decision making for many industrials is just as complicated, if not more so, as their networks.

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