A Gartner survey of 201 of supply chain executives revealed a significant gap in how chief supply chain officers (CSCOs) and their peers view their performance.
Gartner opined that CSCOs overestimate their effectiveness compared to the perceptions of other C-suite executives.
While three-quarters of CSCOs rated themselves at least 75 out of 100 in terms of effectiveness, only slightly more than half of their C-suite counterparts agreed.
“Collaboration is prioritised 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,” said Claudia Clemens, senior director analyst in Gartner's Supply Chain practice.
The survey identified five key traits contributing to CSCO effectiveness, with driving value through cross-departmental collaboration having a disproportionate impact.
However, while over 60% of CSCOs believe they proactively invest in peer relationship building, less than half of their C-suite partners recognise these efforts.
Gartner’s analysis suggests that the barrier to performance lies not in the time spent, but in the quality of that time. CSCOs are encouraged to elevate conversations beyond everyday challenges and focus on value-creating opportunities through C-suite collaboration.
Both CSCOs and their peers agree that an ideal CSCO is an innovative, “maverick” leader willing to push boundaries. CSCOs who embody this profile are more likely to secure a seat in the boardroom.
To break into the boardroom, CSCOs should:
- Devote time to areas the c-suite values most: Align efforts with enterprise-driven goals like cross-team collaboration, agility, and risk management.
- Collaborate for impact: Present solutions to risks, clarifying the supply chain’s role in supporting the enterprise.
- Showcase supply chain value: Proactively communicate and demonstrate how the supply chain supports the organization by aligning strategy with business goals.
Nearly 40% of C-suite executives believe CSCOs fall short in helping them understand the supply chain’s contributions. Effective communication and demonstration of value are crucial for CSCOs to bridge this gap and enhance their impact within the organisation.
