During their first 100 days, a new chief supply chain officer should integrate into the leadership team, building their reputation as a trusted ally. Gartner recommends these three actions to build rapport with the C-suite:

• In addition to linking supply chain initiatives to revenue generation goals, a new chief supply chain officer should spend a lot of time with the CFO, discussing how supply chain can serve as a direct top-line growth contributor.
• Once a new chief supply chain officer has drafted the supply chain strategy and roadmap, they should demonstrate innovation, whether by embracing other functions that are piloting innovations or by launching innovations in supply chain. Innovations may include digital technology implementation or digital talent development.
• A new chief supply chain officer should be active in shaping organizational culture. Spending a lot of time with the head of HR or supply chain’s HR business partner will enable the new supply chain leader to understand challenges and drive change.

New chief supply chain officers engaging with their teams should:

• Listen to their team members to understand what has worked well and where the pain points are. 
• Create a clear vision and direction so that team members clearly understand deliverables and expectations. 
• Identify career paths for team members that align to their aspirations, and create opportunities for them to develop their skills. 
• Avoid transferring stress to the team, but rather rely on a mentor or peer for support. 
• Encourage collaboration within the team and across teams. Be willing to listen to ideas for how to solve business problems. 
• Learn from mistakes, and demonstrate that the learning has been put into action. 

Most supply chain leadership transitions fit into one of five scenarios (listed below). Clarifying the transition scenario helps customize the game plan for the new supply chain leader.

• Break new ground: The new supply chain leader assumes a newly created executive position, which requires clearly defining responsibilities and objectives and understanding the stakeholder ecosystem.
• Jump-start: The organization needs to move in a new direction quickly, so the new supply chain leader is serving initially in a change agent role. The new supply chain leader must quickly understand organizational and team contexts, and use networks and the team to socialize and drive change.
• Follow a Train Wreck: The new supply chain leader’s predecessor was not successful. In this scenario, the new supply chain leader must establish a clear vision and strengthen relationships affected by underperformance.
• Replace an Icon: The new supply chain leader’s predecessor was very successful in the job. In this scenario, the new supply chain leader must clarify the role and forge relationships to legitimize and advance the new agenda.
• Keep the Train Running Smoothly: The business focus is continuity, so it’s vital that the new supply chain leader continue successful programs and operations. But, at the same time, the new supply chain leader should identify opportunities to grow and transform the business.