The Chief Supply Chain Officer (CSCO) has progressively become a cornerstone of a company's success. The ability to bring products to market swiftly and efficiently in the face of complex geopolitical and economic challenges, rising customer expectations, and the ongoing digital revolution has placed the CSCO at the heart of corporate strategy. However, this evolving role is not without its challenges. As CSCOs face an extraordinary combination of factors—from trade disruptions to technological advancements and climate change—what is emerging is nothing short of a “perfect storm” in supply chain management.
To understand how supply chain roles and responsibilities are evolving, Egon Zehnder, in collaboration with Executive Education at Imperial College Business School, surveyed 68 CSCOs from across industries and regions, finding that the function is becoming increasingly sophisticated with a myriad of competing priorities demanding their attention. In this report, we present a detailed snapshot of the current landscape for the role, its challenges, priorities, and strategies in navigating an ever-changing global market.
Notably, 2025 marks a shift toward prioritizing national interests and renegotiating international agreements, creating both opportunities and challenges for the smooth flow of goods and services across borders. With U.S. President Trump’s renewed focus on tariffs and protectionist policies, particularly aimed at China, CSCOs are experiencing significant trade flow disruptions and increased business costs—and these developments add yet another complex layer of challenges to the role. Despite anticipating such geopolitical shifts, only 15% of respondents felt moderately prepared for their impact. As one survey respondent noted, “Flexibility and resilience in supply chain design have never been more critical.”
In this survey, we delve into the pivotal role CSCOs play in driving organizational success and competitive differentiation. We hope that readers come away with insightful perspectives on the challenges these leaders navigate and a deeper appreciation for their transformative impact.
Key findings include:
- Cost pressure: A significant 72% of CSCOs identified cost pressure as their biggest challenge, followed by evolving customer demands (46%) and driving operational efficiency (40%). The global footprint of companies adds geopolitical and organizational complexities.
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Strategic priorities: CSCOs prioritize managing stakeholder expectations (38%), including board and shareholder relations (31%), and driving cultural change (29%). Although 26% of respondents consider anticipating and adapting to future trends a key strategic priority, only 12% are currently dedicating time to this area. -
Leadership traits and future needs: Essential leadership qualities for CSCOs include building and leading high-performing teams (56%), formulating a clear vision and strategy (50%), and delivering superior performance (37%). To better manage future challenges, CSCOs seek support in enhancing their capabilities in anticipating future trends (41%), managing digital transformation (37%), and recruiting and developing top talent (24%). -
Key motivations: The primary motivation for 81% of respondents is driving transformation or turnaround initiatives, followed by tackling complex challenges (57%) and achieving career or personal growth (51%). -
Technology impact: AI/machine learning, cybersecurity, and cloud services are the top technologies influencing CSCOs' businesses. These technologies are expected to remain critical over the next five years, with increasing focus on blockchain and chatbots/virtual assistants.
