People first strategies: Key to supply chain transformation in 2025

Global supply chains are getting disrupted more than ever due to geopolitical tensions, changing tariffs, trade restrictions, and natural disasters. On average, supply chains have a digital maturity of only 36%. It can take the least mature companies up to 152 days to detect, respond to and recover from a disruption, far too long in today’s fast-paced world to keep up with the competition.  

Inge Oosterhuis

In response, companies are building more autonomous supply chains that predict disruptions and manage risks. Powered by AI, generative AI and data, autonomous supply chains can automatically anticipate and adjust to changes, and, like an autopilot in an airplane, correct parameters and actions when necessary. Entering 2025, almost every company plans to significantly invest in AI, many with a focus on generative AI, recognizing that the technology could reinvent 58% of all processes in the supply chain.

But technology alone won’t bring about a successful upgrade for existing supply chains. Today’s global supply chains rely on large workforces, yet people often feel overlooked during transformations across procurement, logistics, and manufacturing. Upgrades to tools and processes can make employees feel disconnected, causing them to fall back into old habits. This leads to failed investments and loss of trust. Only 30% of companies feel confident in managing change, despite 95% undergoing transformation recently. 

The real solution is focusing on the people who drive these changes. Leaders need to empower teams, invest in talent, and rethink strategies to build truly resilient and agile supply chains. Here’s how to manage this change:

1. Set the right foundation

Lead with vision and action: Transformation requires full leadership attention. Success starts by aligning the change with company goals and showing its impact on daily work. For example, explain how a warehouse worker’s role might evolve or how departments will collaborate more effectively. It’s also about modeling the change you want to see. When leaders show they’re committed to the transformation, employees are more likely to follow.

Involve cross functional teams early: Too often, transformations start with a small group of IT and supply chain experts. While efficient, this approach can lead to pushback later. Instead, bring in a diverse group from HR, business units, and operations early on. They can help align expectations, build a shared vision, and become “change champions” to train colleagues, test systems, and guide adoption. Early engagement leads to better outcomes and smoother transitions.

Understand local realities: No two warehouses or plants operate the same way, even within the same company. While global processes aim for consistency, local nuances matter. Spend time observing real workflows. By shadowing employees across different roles, leaders can learn what works on the ground and what doesn’t.

2. Execute smartly 

Think beyond the tools: New systems don’t just replace old ones; they change workflows and decision-making. During the change impact assessment, think about how decisions will be made moving forward. Who will make them? In what settings? Using what data? Only when you understand how new tools change daily behaviors can you prepare the organization for adoption.

Use digital twins to test and refine: If you’ve invested in digital twins, use them. Digital twins let you simulate and model changes before rolling them out, reducing risks and improving decision-making. For example, you can see how a maintenance engineer receives new updates or how procurement data flows into new systems. Use digital twins to troubleshoot, test scenarios, and continuously refine processes.

Put people first in tech adoption: Technologies like gen AI are only as good as the people using them. Employees need more than instructions; they need to understand how these tools fit into their roles and daily workflows. For instance, when AI makes recommendations, employees need to trust those suggestions. This trust comes from explaining how the AI works and running simulations to build confidence. Think of it like pilot training: just as pilots build confidence in autopilot systems through flight simulations and worst-case scenarios, supply chain workers need to experience AI in action to trust it.

3. Sustain the change 

Invest in long-term skill-building: As supply chains go digital, employees need stronger skills in data analysis, leadership, and problem-solving. Encourage upskilling through tailored learning programs, skills gap analyses, and mentorship. Focus on areas like AI and data analytics to strengthen your organization’s adaptability to market changes.

Make trainings smarter, not longer: Full-day training sessions aren’t practical in supply chains, especially for shift workers or remote teams. Digital adoption platforms can help by providing on-the-job guidance. These tools offer real-time tips and instructions, allowing employees to learn while they work without lengthy classroom sessions.

Don’t stop at go-live: The real work begins after implementation. This is when employees need the most support. Plan for on-site coaching tailored to different shifts and monitor key performance indicators. Gather feedback to understand how changes are affecting employees. Regular sentiment analysis and open feedback loops can uncover areas for improvement.

At the heart of transformation 

Ultimately, successful supply chain transformation isn’t about simply installing the latest tools and technologies; it’s about putting people first. In addition to the processes mentioned, focusing on elements like internal communications, organizational culture, stakeholder management, and union engagement are vital for a smooth transition. With the right leadership, change management strategies and employee support, you can create a future-ready supply chain that stays resilient beyond 2025. 

About the author:

Inge Oosterhuis is a senior managing director in Accenture’s global talent and organization practice, focused on supply chain and Industry X; combining Accenture’s talent and workforce related capabilities with deep expertise in digital manufacturing, engineering, infrastructure, and capital projects. With over 25 years of experience, Inge has built a distinguished career in workforce transformation, change management, talent strategies, and HR, working for both resources companies and as a consultant.

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