Gartner: Why CSCOs Must Prioritise Advanced Data Visibility

The changing nature of the global supply chain landscape presents both a challenge and an opportunity for those at the top of the tree.

Chief supply chain officers (CSCOs) now have the chance to lead their organisations through complex risk scenarios by leaning on data visibility and scenario planning, according to research presented at the Gartner Supply Chain Symposium/Xpo in Barcelona.

As supply chains come under pressure from economic uncertainty, geopolitical tension and rapid technological advancement, the focus turns to whether businesses are truly prepared to manage the potential outcomes.

“The trends that are reshaping our world are not short-term disruptions,” asserts Lindsay Azim, Director Analyst in Gartner's Supply Chain practice. “These are generational shifts in how we live and operate, leading to peak levels of global uncertainty.

"If not addressed, divergence will create confusion, challenging the organisation’s ability to stay focused.”

Widening gap between strategy and preparedness

Despite the rising urgency, many organisations are still lagging when it comes to practical implementation of risk-mitigation strategies.

According to a Gartner survey of 506 supply chain leaders conducted in December 2024, only 19% of organisations have fully integrated scenario planning into their supply chain strategies. Even fewer – just 32% – have been recognised by their CEOs for aligning those strategies with wider business goals.

This gap underscores the limitations facing many supply chain functions today. While there is a general aspiration to improve preparedness, there often also exists a shortfall in investment and implementation – concerning in a context where chief executives are actively seeking a competitive edge from their supply chain operations.

Without robust tools to handle divergence, organisations risk being blindsided by future disruption.

Gartner makes it clear that to navigate this landscape, supply chain leaders must adopt tools that allow them to work with uncertainty, rather than against it.

Data visibility and scenario planning as strategic tools

Two key areas Gartner identifies for investment are advanced data visibility and scenario planning. Both are already valued by supply chain leaders, but implementation remains patchy.

With better data visibility, supply chain teams can react more quickly to real-world events and geopolitical risks. The ability to interpret live data and run decision models at speed means organisations can adjust before disruption takes hold. Data-led decisions also allow supply chains to become more responsive and execution-focused.

Scenario planning, meanwhile, provides a way to think ahead. Organisations should make a habit of creating and revisiting “what if” situations. These exercises help identify events that might require changes to the supply chain. According to Gartner, this kind of analysis should be conducted regularly – especially whenever a company’s supply chain footprint changes or a new strategy is drawn up.

This method of proactive risk planning allows organisations to design flexible networks capable of pivoting when needed. It also creates a path for future investment by mapping risk against regulatory needs, internal culture and readiness for new technologies.

Building agile networks

To keep up with divergent outcomes, supply chain leaders should focus on building dynamic, diversified networks, which must be ready to support both growth and resilience. Diversification in this case means modelling different options to deliver capacity, reduce exposure and create optionality.

In this context, technologies such as AI can can help improve decision-making and speed up innovation, although Gartner stresses that investing in technology should be strategic. Supply chain leaders should design investment profiles around organisational risk tolerance and long-term goals, choosing the right technology based on current maturity and readiness rather than hype.

By taking a disciplined approach, supply chains remain flexible and aligned with broader objectives, particularly in uncertain conditions.

Lindsay concludes: “Divergence doesn't create just two possible outcomes; it creates an infinite number of possible outcomes over time. Through access to high-quality data and scenario planning, CSCOs can take steps to mitigate risk, drive resilience and deliver profitable growth, achieving the competitive edge leadership needs.”

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