To influence operations transformation, supply chain leaders need to move past what they identify as one of their biggest hurdles to progress—lack of a cohesive strategy. This is especially problematic in key areas for operating model maturity such as data, stakeholder experiences and leading practices.
Strategy is a challenge because of the siloed nature of most supply chain functions. The pandemic exposed what a liability these silos are. For example, the lack of an integrated planning capability made it difficult for many companies to meet new demand patterns as well as having the funds available to support supply chain disruptions.