Why Supply Chain Executives Should Rethink Internal Systems

By [ Jess Dankert ]
10/01/2025

Supply chains have seen more disruption and change in the past five years than in the previous 20. Retailers must evolve their supply chain operations and systems, to meet the needs of today’s shoppers… and tomorrow’s.

In an era of constant disruption, supply chain leaders face a critical inflection point: legacy process and systems are no longer sufficient to meet the demands of modern commerce. From global pandemics and geopolitical instability to shifting consumer expectations and climate-related events, the pace and complexity of change have accelerated. To remain competitive, supply chain executives must embrace change management as a strategic tool to modernize internal operations and improve organizational agility.

That agility is characterized by responsive, data-backed decision-making, real-time visibility, and adaptable teams with capabilities and know-how to run nimble supply chains, As more and more retailers transform their supply chains, the cost of inaction grows. Companies that fail to evolve risk falling behind more agile competitors who can pivot quickly and efficiently.

But true transformation requires holistic change management. It’s not just about implementing new technology — it’s about aligning people, processes, and culture to support transformation. Successful change management initiatives begin with executive buy-in and clear communication of the vision. Leaders must articulate why change is necessary, what it will achieve, and how it will be executed.

Equally important is engaging employees at every level. Supply chain teams are often deeply embedded in existing workflows, and resistance to change can be high. Providing training, soliciting feedback, and celebrating early wins can help build momentum and foster a culture of innovation. When employees understand the value of new systems—such as real-time data visibility, predictive analytics, and automated workflows—they are more likely to embrace the transition.

Another key element of transformation is that it must be a coordinated and joint effort across the organization. After all, a key goal of transformation is to open the door to greater collaboration across departments and with external partners—enabling seamless data sharing, faster response times, and more informed decision-making. This agility is essential in navigating supply chain disruptions, optimizing networks, and meeting customer expectations. A truly agile and customer-centered retail organization requires all parts of the business to work hand-in-hand to deliver a seamless shopping experience.
Ultimately, transformation is not a one-time initiative—it’s an ongoing journey, and a capability. As supply chains continue to evolve, so too must the processes, systems, and mindsets that support them. For supply chain executives, rethinking systems and processes is no longer optional. It’s a strategic imperative for building resilient, future-ready operations.

At the upcoming LINK 2026 Supply Chain Conference, we’ll delve deeper into the issue of supply chain transformation and change management with a case study presented by a large retailer. In this candid case study, hear how an organization restructured teams, reshaped processes, and led with purpose to deliver transformation in real time.

For more information about attending LINK, click here.