Talent Is the New Supply Chain Constraint
- Tracy Mathena
- Aug 4
- 2 min read
Ask any supply chain leader what’s keeping them up at night, and chances are, it’s not just materials, freight costs, or systems. It’s people.
More specifically:
Where do we find the right supply chain talent—and how do we keep them?
We’ve entered a new era where talent strategy is core to operational strategy. Not because it’s nice to have, but because no amount of automation or AI will fix a broken org chart, outdated skills, or leadership gaps.
A Talent Crunch We Can’t Ignore
Here’s the reality I’m seeing across industries:
Digital supply chain tools are advancing faster than most teams can absorb.
Retirements are accelerating, and legacy tribal knowledge is walking out the door.
Younger professionals want purpose, flexibility, and mentorship—not just a paycheck.
The best talent isn’t waiting—they’re choosing organizations that invest in their growth.
The result? The war for digital supply chain talent is heating up, and companies that don’t adapt are falling behind—fast.
What Companies Are Asking For
In my consulting and leadership experience, I’ve found that winning the talent war requires more than just hiring faster. It’s about redesigning the supply chain operating model for agility, engagement, and capability building.
Here’s where I’ve seen consulting teams (and internal change agents) make real impact:
1. Role Design & Operating Model Realignment
Many org charts were built for a different era—transaction-heavy, siloed, and paper-driven.
Now, we need:
Cross-functional roles that bridge planning, procurement, and analytics
Hybrid teams with centralized Centers of Excellence (COEs) for process standardization
Field-facing roles empowered to make local decisions with real-time data
Redesigning the org isn’t just about cost—it’s about unlocking speed, ownership, and innovation.
2. Upskilling & Capability Building
The tools have evolved. The skills haven’t—at least not everywhere.
Whether it's APICS certification, Six Sigma fundamentals, or digital fluency in platforms like Power BI, NetSuite, or Coupa, upskilling isn’t optional—it’s foundational.
Great talent wants to grow. They want mentorship, challenge, and clear paths to advancement. If we’re not offering that, we’re already losing them.
3. Interim Leadership & Transformation Support
Sometimes the issue isn’t a lack of people—it’s a lack of readiness.
I’ve seen organizations bring in interim supply chain leaders or transformation coaches to stabilize the ship, build foundational processes, and prepare internal teams to take over. It’s not a sign of failure—it’s a smart bridge to sustainable capability.
In fast-growth or post-M&A environments, this kind of support can mean the difference between chaos and controlled scale.
Talent Strategy Is Business Strategy
This isn’t just an HR issue. It’s a C-suite priority. Because no digital roadmap, no procurement transformation, and no inventory optimization initiative will work without the right people in the right seats—with the right tools and support.
And here's the hard truth:
If we don't build talent, we will forever be buying it—and burning it out.
What Are You Seeing?
Is your organization rethinking how it attracts, develops, and retains supply chain talent? Are your roles still aligned with how the work actually gets done today?
I’d love to hear how others are tackling this. Because while tech will keep evolving, our ability to empower people will determine who leads—and who lags.
Comments