Gartner Survey Shows Leadership Turnover Is Harming Supply Chain Performance

More than half (54%) of supply chain leaders report that leadership turnover has moderately to completely disrupted their function’s ability to operate over the past three years, according to a survey from Gartner.

This disruption, combined with the impact of artificial intelligence (AI) and the evolving nature of work, is exposing weaknesses in legacy supply chain leadership development strategies and forcing chief supply chain officers (CSCOs) to take a more proactive role in building a viable bench of future-ready leaders.

“Effective supply chain leadership has to shift from an overreliance on individual superstars, who our research has found are less collaborative, to leaders who are motivated and equipped to amplify the performance of their teams and organizations,” said Tess Frenzel, Senior Principal Analyst in Gartner’s Supply Chain practice. “CSCOs who are able to adapt their leadership strategies to build these types of leaders and design the roles and development programs to help them succeed will improve supply chain performance, despite the disruption inside and outside of their organizations.”

Only 22% of supply chain leaders exhibit collectively motivated behaviors that correlate to stronger organizational business outcomes, with the majority exhibiting individually motivated performance. Meanwhile, supply chain leadership positions continue to expand in responsibility and scope, with 59% reporting positions at their organization require a broad range of skills and competencies.

Less than half (49%) of leadership development programs are rated as effective, highlighting a need for more dynamic, tailored approaches that keep pace with the rate of technological change. Additionally, supply chain leaders have a negative view of the path required for higher leadership positions, with few reporting work-life balance as part of the path to leadership (31%) and less than half (37%) agreeing that the process for promotions is transparent.

Gartner recommends that companies take steps to reward motivated leaders, provide clear scoping of specific roles, and leverage new technologies, partnerships, and embedded learning to accelerate leadership growth and adaptability.

Gartner surveyed 227 supply chain leaders in June 2025 across industries and regions, aimed at identifying leadership development strategies that enable CSCOs to have employees fully capable and prepared to assume head of function roles.

Gartner clients can read more in “Supply Chain Executive Report: Build the Next Generation of Leaders.” Nonclients can learn more in the webinar, “Build the Next Generation of Supply Chain Leaders.”

Channel Impact^®
As AI transforms how individual tasks are completed, and future work trends emphasize new competencies, the ability to collaborate, adapt, and lead collectively becomes the greatest differentiator.