Future of Supply Chain

Preparing for the future of supply chain management

Leverage the power of supply chain digitization to lead a purpose-driven organization in an environment defined by resilience and agility.

COVID-19 disrupted supply chains and boosted their advancement in a rapidly changing world. Looking ahead to the next 5 years, what does the future hold for the supply chain? Our research and insights from the 2020 Future of Supply Chain survey provides forward-looking supply chain leaders visibility into new imperatives, key actions and specific recommendations to prepare for an effective supply chain transformation. 

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The Future of Supply Chain survey will uncover key findings:

  • Achieving greater supply chain resilience and agility will require operating models that are risk-balanced and cost-optimized to deliver segmented customer service.
  • Supply chains are fundamental in delivering purpose-driven goals that drive how we make, source and deliver new products that serve a higher purpose and maintain economic viability.
  • Chief supply chain officers, backed by an infusion of investments, will be expected to leverage digitalization to support cost reduction and improve customer experience.

FAQs related to transforming supply chains and the Future of Supply Chain Survey results

  • COVID-19 forced supply chains to accelerate digital investments, rapidly change delivery models to meet customer demand and predict needs that seemingly shifted overnight. Both positively and negatively, the pandemic prominently placed supply chain management in a spotlight for all to see, underlining the profession’s importance to the masses.
  • On the positive side, the supply chain profession received more recognition and gratitude from CEOs and the C-suite than ever before. Becoming the face of the COVID-19 this presented an opportunity for supply chain executives seeking to expand influence through their organizations, but it could also be a challenge for those not ready or able to step forward.
  • Despite the uncertain economic situation, CEOs are accelerating their investments to make their businesses more digital. As part of this long-term digital business transformation strategy, CEOs are asking CSCOs to leverage digitalization to support both cost reduction and customer experience improvements. These two apparently divergent business drivers will be equally important for the supply chain to support a successful digital business transformation in the years to come.
  • Success or failure in achieving a resilient and agile supply chain will depend upon how well the CSCO achieves alignment across business peers. This is far from easy, which is why a majority identify organizational misalignment as a barrier to greater resilience. Overcoming this challenge extends beyond supply chain and requires a strategic alignment between the CSCO and their peers in the executive suite

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