Looking back, moving forward

As another year draws to a close, I find myself reflecting on just how much change—and progress—we’ve seen across the global supply chain community. The year began with some uncertainty with a new administration entering Washington, and as of the time I’m writing this, that uncertainty remains. But I’d rather not focus on political issues, instead, I’d like to introduce you to our annual December issue, where we once again have pulled together a collection of the year’s most compelling stories, insights, and perspectives from Supply Chain Management Review’s many contributors throughout the year.

Each article included here was selected because it resonated deeply with readers, whether through the number of times it was read, shared, or cited in conversations. Together, they represent the “Best of SCMR” in 2025: stories that shaped our understanding of leadership, technology, and the ever-evolving role of the supply chain in business success.

From Muhammad Ali’s lessons in resilience and reinvention applied to supply chain costing, to the growing recognition that supply chain leadership now drives growth and competitive advantage, this collection captures the ideas that mattered most. We revisited the perennial question of whether it is better to “make or buy” your supply chain, and we looked at how supply chain awareness must permeate every department, from finance to R&D, if companies truly want to perform at their best.

In addition to these standout features, this issue includes two new supplements that showcase the innovation and forward-thinking that continue to define this industry. The first: “NextGen 2025: Where supply chain innovation came to life,” recaps our annual conference in Nashville, highlighting the award winners, case studies, and emerging technologies shaping the next generation of supply chains. The second: “Using digital twins to master supply chain volatility,” dives into one of the most talked-about tools of the year—digital twins—a technology giving planners the power to simulate change and prepare for disruption with unprecedented confidence.

As we turn the page to a new year, I’m encouraged by the momentum and ingenuity I continue to see from supply chain leaders, innovators, and practitioners around the world. Even during unpredictable times. Looking ahead to 2026, here are five things I’m hoping for:

• Greater investment in people. Technology is driving industry forward, but it will only take us as far as the people that run supply chains can handle. Empowering and upskilling talent should be a priority in 2026.
• Faster progress on sustainability. Sustainability became a bit of a taboo word in 2025, but at conference after conference this year, companies plowed forward. It may not be a public relations initiative, but sustainability remains a proven, profitable venture for supply chains willing to meet the moment.
• Smarter use of AI. Plenty of AI projects dot supply chain operations, but many are not providing a return on investment. Strategic investment in AI is paramount to a successful project. Find the right use case and scale as appropriate. Bigger doesn’t always mean better.
• More resilient sourcing networks. The 2025 geopolitical environment reinforced the lessons we all learned during COVID about diversification and resilience. As we moved further from COVID, though, many forgot those lessons. The current tariff environment has brought those lessons back to the fore. Let’s not forget them this time.
• A stronger connection between the C-suite and the supply chain. This should go without saying, but the more alignment and engagement the supply chain has with the C-suite, the better the outcome. Movement in the area lost momentum in the past year or two, but it’s time to get the supply chain involved at the beginning once again.

As always, thank you for reading, for sharing your perspectives, and for being part of the SCMR community. Here’s to a productive, innovative, and resilient year ahead.

SC
MR