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Posted by David Sexton
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06 Oct, 2026
THE rise of the chief supply chain officer (CSCO) reflects a broader transformation in international business, a new report prepared by the Global Trade Advisory states.
Entitled Rewiring global trade: How chief supply chain officers are building for growth, the report explains that today’s CSCO must understand not only how goods move, but also where businesses can grow, how they can enter and serve new markets, and how operations can adapt.
The report, which also examines general industry trends, uses a survey of 103 CSCOs across 14 markets and nine industries.
It notes that 93% of CSCOs say their role in driving business growth has become more central over the past three years, while 87% agree that supply chain management is now central to executive decision-making.
Despite recent geopolitical tensions, tariffs and uncertainty over trade policy, 97% of the CSCOs surveyed are optimistic about the outlook for global trade over the next year.
New markets and technologies are said to be creating possibilities for growth, while greater uncertainty is increasing the value of resilience and the ability to adapt.
Unilever International head of supply chain for the Americas and Global Foods at Unilever International, Muzammil Ahmed, said supply was “a business differentiator and a competitive advantage when executed properly”.
“Recent disruption has accelerated that change. The pandemic, geopolitical tensions, tariffs and disruption to major trade routes have brought supply chains much higher up the corporate agenda,” he said.
Chief supply chain and transformation officer at AT&T, Susan Johnson, said COVID-19 fuelled a realisation among chief executives that a strategic perspective on supply chain was essential and that it could be a competitive differentiator.
“Supply chain leaders across the board are now viewed as strategic partners,” Ms Johnson said.
Malaysia-based senior procurement lead at Siemens Healthineers, Gajaindren Nair, said the primary catalyst for change “has undeniably been COVID-19”.
“It transformed how the supply chain functions, and elements such as resilience, risk management, diversification and business continuity have become increasingly critical,” he said.
Yet disruption was said to have only partly explained the shift.
Technology, changing patterns of global growth and intensifying competition were also reported to have made supply chain capability increasingly important to commercial strategy.
The report stated that digital platforms had made it easier for companies to reach customers far beyond their home markets, while advances in logistics, visibility and connectivity had made those markets easier to serve.
It stated that emerging economies, meanwhile, were increasingly important sources of demand as well as production and supply.
“Speed to market can influence whether a company captures a new opportunity, while decisions about sourcing, manufacturing, inventory and logistics can shape where and how it can grow,” the report stated.
According to the authors, the survey suggested the elevation of supply chain leadership had become much more widespread, and that the change is still under way.
More than nine in ten CSCOs (93%) say their role in driving business growth has become more central in just the past three years.
None say it has become less central.
