Can executive education keep up with supply chain volatility?

In the rapidly evolving global logistics environment, the idea of “set it and forget it” for supply chain education is firmly behind us. Developing programs meant to last for years without significant revision doesn’t cut it anymore. And while supply chains have never stagnated, the sheer amount of attention, energy and investment being poured into these networks right now is forcing the related executive education, certification programs and other learning opportunities to be dynamic, adaptable and continuously updated.

“I used to say supply chain changes by the day, but now I’m fond of saying it changes by the hour,” says Douglas Kent, EVP of corporate and strategic alliances at ASCM. “There’s obviously an overwhelming level of concern over how complex supply chain infrastructure, network design, tariff management and supplier selection become amid the volatility, which is arguably undeniable at the moment.”

Put simply, there are a lot of unknowns and supply chain executives are being asked to look into their crystal balls, see what’s coming next and prepare their organizations for emerging threats and opportunities—all while the ground beneath them continues to shift. Walking this tightrope isn’t easy.

“We have to be competent at supply chain network optimization, supply relationship management and at making investments in people,” says Kent, who sees the latter point as especially important in an era where more technology, digitalization and automation and AI are making their way into supply chain management.

“There’s an overriding concern that with all of the new technology being delivered at a prolific pace, at some point you have to ask yourself if you’re investing in your talent at the same pace,” Kent points out. “Many companies are marching blindly toward the bright shiny objects and then forgetting that they also need to bring their people along at the same pace.”

This critical oversight has prompted organizations like ASCM to remind companies that while they need to invest in technology, build out their efficiencies and develop critical organizational capabilities, they also have to keep pace with their people. “This is an important message that really seems to resonate within the market overall,” says Kent.

The evolving learning landscape

To remain relevant, useful and applicable, supply chain executive education has to reflect the latest technologies, disruptions, geopolitical shifts and consumer demands (among other things). Professionals have to manage scenario planning and digitalization; harness the power of new artificial intelligence (AI) models; skill and reskill their workforces; and develop adaptive supply chains that can withstand the shocks being thrown at them.

Executive education also has to be delivered in flexible formats that accommodate busy professionals. The best coursework incorporates real-world case studies and practical applications, and it also fosters a “continuous learning mindset” that extends well beyond the in-person or virtual classroom. These are tall orders, but education providers appear to be up to the task. They’re talking to and collaborating with industry leaders when creating curricula, for example, and helping students not only learn new concepts, but also adopt critical thinking skills that they can turn around and apply to dynamic, real-world supply chain challenges.

Continuing supply chain education also helps executives reinforce the value that they deliver to their organizations and, as a result, earn more money than their peers. In its 2025 Supply Chain Salary and Career Report, ASCM says its APICS certifications translate into higher median salaries and enhanced career prospects.

Individuals holding at least one credential from ASCM or another recognized organization, for example, reported a median salary that’s 8% higher than those without any certifications. This salary advantage increases to 14% for people with two or more credentials, says ASCM, whose APICS certifications help drive a 20% higher median salary (compared to those professionals who don’t hold the designations).

This year’s survey also found that professionals who hold a bachelor’s degree in supply chain and at least one APICS certification take home a median salary of $100,000—18% more than the $85,000 median salary for those with a supply chain bachelor’s degree but no such certification. “There is a clear and significant financial advantage of pairing a specialized academic background with industry-recognized certifications,” ASCM says in its report, “proving a return on investment for professionals who pursue both education and professional development.”

A different light

Supply chain wasn’t always a specific career choice for students who were perusing through college catalogues and picking their majors, but it is now. Susan Marty, executive vice president at ISM, says heightened awareness of the sector and the complex challenges it presents are making supply chain a compelling choice for many. “The profession is now seen in a different light, and particularly since the pandemic, when everyone realized the critical nature of supply chains,” she says. “It’s a very strategic function and it can make or break an organization in many ways.”

To augment the foundational knowledge learned in college, both new and existing professionals also need a steady stream of executive ed, certifications and other programs that help them stay ahead of the curve and adapt to unprecedented change. For example, a class of 2024 graduate in an entry-level supply chain position at a large company probably lacks the practical knowledge of how to navigate a tumultuous international tariff and trade environment—an issue that didn’t take on its current shape until early this year.

Well aware of the velocity of change in supply chain right now, educational providers are continually honing their offerings and resources to both “keep up” and “get out in front of” what’s coming next. For example, Marty says ISM developed a tariff resource center, a centralized hub focused on the global trade landscape with a special emphasis on tariffs. This is one of many ways ISM shows professionals what’s out there, what the possibilities are, what the risks are, and how other companies are tackling the issues (and, leveraging the opportunities).

This reimagining of executive-level education on the supply chain front is ongoing at this point, namely because of the environmental complexities that managers and executives are grappling with. “It just doesn’t stop. People are hungry for more and they’re so busy,” says Marty. To accommodate those busy schedules while also keeping professionals updated, ISM and other providers are using shorter formats and using more online learning to spread the word across a wider audience.

Meeting students where they are

At MIT’s Center for Transportation and Logistics (CTL), Online Education Director Eva Ponce is also seeing more demand for short, targeted courses that address emerging trends such as supply chain automation, AI applications in supply chain and sustainability, the latter of which is “still a topic that leaders and executives are demanding.” She says more companies are turning to online learning as a core strategy for workforce upskilling, namely for those programs’ flexibility, scalable nature and self-serve qualities.

“Executives are using online options to upskill themselves and learn about new techniques,” says Ponce, who adds that CTL is currently expanding its online offering with a particular focus on customized courses tailored to supply chain professionals’ specific needs. Some of the other key focus areas right now include data analytics, scenario planning, e-commerce logistics, AI and digitalization as a whole. Ponce also sees the merging of AI and data analytics as a particular “hot” area right now for supply chain professionals, who have to both stay informed and be able to make agile decisions quickly.

Looking ahead, Ponce envisions even more modular and flexible learning paths for executives who need fast access to specialized knowledge that they can apply to pressing business challenges without disrupting their demanding work schedules. This could include micro-credentials, personalized learning modules, on-demand resources and other types of coursework that can be delivered in bite-sized chunks.

Some of that learning may soon make its way down to the high school level, where organizations like the Council of Supply Chain Management Professionals (CSCMP) want to foster a more robust supply chain talent pipeline. “In the U.S. alone, there are 27,000 high schools, and approximately 8 million graduates every year,” says Mark Baxa, president and CEO. He emphasizes the critical need for these graduates to possess a foundational understanding of the supply chain, regardless of their immediate post-graduation path—be it direct employment or further education.

“We want them to have knowledge of the supply chain and understand how the principles of the supply chain work so they can speak more intelligently, even as a 17- or 18-year-old, when they graduate,” says Baxa. “This early exposure ensures students are sharpened, having received both their STEM and business education with a clear grasp of how the supply chain functions.”

This is a newer focus for CSCMP’s talent center, and one that Baxa says will be “expanded globally” over the coming months. “We’re really excited about this because we know that supply chain careers and education don’t begin in college or out in the workforce,” he says, “they begin in high school.”

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