Supply Chain Leaders Face ‘Disconnect’ in How They Measure Effectiveness: Gartner
Chief supply chain officers (CSCOs) should be mavericks willing to push the boundaries of their business, and most executives agree, according to a recent survey from Gartner. However, that cavalier attitude seems to also translate into an overinflated sense of accomplishment.
The study, which surveyed 201 executives, found that three-quarters of CSCOs ranked their effectiveness at 75% or higher, but only a little more than half of their peers gave them the same glowing reviews.
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“Collaboration is prioritized by both CSCOs and their C-suite peers, but our data shows a disconnect between how effective CSCOs truly are in this critical measure of effectiveness,” Claudia Clemens, senior director analyst in Gartner's supply chain practice, said in a statement.
“More than 60% of CSCOs state that they make proactive investments in peer relationship building, but less than half of their C-suite partners actually recognize these efforts,” Clemens added.
The survey recommended that CSCOs remedy this disconnect and work to create value for their peers by seeking opportunities for meaningful collaboration rather than just addressing everyday challenges.
They should delegate basic operational tasks to focus more on long-term strategies. They should also be cognizant of aligning their efforts to organizational priorities such as cross-team collaboration, digital innovation, growth, agility and risk management.
Communication is key. CSCOs should always present solutions for risks that they foresee rather than just pointing out possible problems. Nearly 40% of the executives surveyed believed their CSCOs weren’t doing enough to make it clear how the supply chain supports the organization.
CSCOs may believe they’re leading effectively, but they need to do a better job explaining to their peers how they are supporting strategic plans and business goals, and should also lay out the impact that investments can have in improving outcomes.
