What Skills Will Supply Chain Professionals Need Next?

New Zealand’s supply chain and logistics sector continues to operate in an environment shaped by uncertainty. Businesses had hoped for a stronger recovery following the disruption caused by the pandemic, geopolitical conflict and changing global trade conditions. Instead, organisations are still navigating unpredictable demand, supplier risks and pressure to improve performance.

Cost reduction remains important, but it is no longer the only priority. Businesses are placing greater value on resilience, visibility and the ability to respond quickly when conditions change. Many organisations are moving away from highly streamlined models and introducing more flexibility into their inventory, sourcing and workforce strategies.

This shift is changing what employers expect from supply chain professionals. Technical knowledge is still essential, but professionals must also understand the wider business, communicate clearly and turn complex information into practical recommendations. Supply chain is no longer simply a behind-the-scenes function focused on moving products from one place to another.

“Supply chain has moved from the back office to the boardroom.”

On a recent New Zealand Market Update, Host Western Sydney Branch Manager Mark Green was joined by Guest Dr Robert Radics, Executive Director from the Logistics Institute of Australia and New Zealand, to discuss how supply chain professionals are adapting to uncertainty, artificial intelligence and changing business expectations.

One of the biggest changes within the sector is the move from efficiency-focused supply chains to resilience-focused models. In the past, many organisations concentrated on reducing inventory, cutting costs and relying on a limited number of suppliers. While these approaches created efficiencies, they could also leave businesses exposed when suppliers, transport routes or markets were disrupted.

Today, more businesses are adopting a “just in case” approach. This can involve holding additional inventory, developing relationships with multiple suppliers and monitoring market conditions more closely. Although this strategy may create additional costs, it can give businesses more options when unexpected disruptions occur. Supply chain professionals must therefore be able to balance efficiency with risk and help leaders understand the commercial value of greater resilience.

Access to accurate and timely information has also become increasingly important. Supply chain teams are using dashboards, analytical software and live market data to track risks, costs and performance. However, having access to more information does not automatically lead to better decisions.

Professionals must be able to interpret both qualitative and quantitative information, identify what matters and explain the implications to other areas of the business. AI and analytical tools can process information quickly, but experienced professionals are still needed to make sense of the results.

AI may help teams work faster, improve forecasting and identify patterns, but human judgement remains essential. Supply chain professionals must understand when to trust the information, when to question it and how to apply it in a practical business setting.

Supply chain teams are increasingly expected to understand the entire value creation process of an organisation. Their decisions can affect sales, procurement, operations, finance, customer service and overall profitability. Professionals need to understand what has been promised to customers, what stock is available, how much supply is required and whether the organisation can deliver efficiently.

This wider perspective enables supply chain teams to contribute to decisions about pricing, customer expectations, market opportunities and future investment. As Dr Radics explained, professionals should not see themselves as simply moving individual rocks. They should understand that they are helping to build the entire castle.

Analytical ability and technical knowledge will continue to be valuable, but they are no longer enough on their own. Supply chain professionals must also be able to collaborate, communicate and build relationships across different functions. They may need to present recommendations to senior leaders, challenge assumptions or explain complex risks in simple language.

This means leadership and communication skills are becoming important at every level of the profession, not only for managers. Even professionals working in specialised areas must understand the bigger picture. They need to know how their decisions affect customers, colleagues and the organisation’s wider objectives.

AI is creating opportunities to improve speed, productivity and decision-making across supply chain and logistics. Professionals can use AI to support forecasting, analyse data, prepare reports and identify possible risks. However, the technology still requires clear instructions, careful checking and experienced oversight.

The challenge is not simply learning how to use a particular platform. Professionals must develop the confidence to experiment with new tools while maintaining strong critical thinking skills. Experienced leaders will also need to keep learning. Digital transformation is not limited to younger employees or technical specialists. Everyone within the profession will need to adapt as new systems and expectations emerge.

Competition remains strong, and customers and shareholders continue to expect businesses to improve service, lower costs and increase productivity. The professionals who succeed will be those who can adapt quickly, continue learning and connect technical knowledge with commercial understanding.

Supply chain professionals will still need strong foundations in logistics, inventory, procurement and analytics. However, they will also need to communicate effectively, use AI responsibly and understand how the entire organisation creates value.

To prepare for what comes next, supply chain professionals can:



• Develop a stronger understanding of sales, finance, operations and customer expectations.
• Build confidence using AI, data platforms and analytical software.
• Strengthen communication, presentation and stakeholder management skills.
• Learn how to balance cost reduction with resilience and risk management.
• Look beyond individual tasks and understand the wider value chain.
• Continue developing new skills as technology and market conditions change.