The Strategic Importance of Supply Chain Leaders in Business Growth

At Hatmill, we’ve worked with businesses across industries and seen firsthand how crucial it is for supply chain leaders to be part of the broader business strategy. Supply chain leaders are the custodians of what is operationally possible. They understand how infrastructure, resources, and processes can scale – or fail – to meet strategic ambitions.

When supply chain leaders are not fully considered in strategic planning, we often see how ambitious goals can be set which are fundamentally misaligned with operational realities. For example, we’ve seen businesses commit to aggressive expansion plans without addressing capacity constraints until far too late in the process. These gaps not only damage customer trust but also place undue strain on teams and result in high levels of avoidable cost.

To ensure success, businesses must elevate their supply chain leaders into strategic discussions without hesitation and ensure they are, at the very least, considered during the scoping of all strategic projects. By doing so, they gain valuable insights into performance metrics, operational capabilities, and future investment needs that align with broader ambitions.

Supply chain metrics: The bridge between strategy and execution

A common issue we’ve seen is the disconnect between high-level business strategy and the operational data that underpins it. Supply chain metrics – both current and projected – are essential for making informed decisions. Without them, strategies are built on assumptions rather than evidence.

For instance:

• Is the current distribution network scalable enough to meet growing demand?
• Do you have the right tools to complete ‘what if’ scenarios to understand the true impact of proposed change?
• Do inventory levels and fulfilment speeds support the shift to omnichannel retail?
• How will sustainability goals impact logistics costs and supplier relationships?

Metrics serve as the foundation for aligning supply chain operations with the business’s long-term goals and ambitions.

How to build trust at the leadership level

For supply chain leaders to influence and shape strategy effectively, building trust with the wider leadership team is key. Based on our experience, this involves three critical elements:

• Clear communication: Translating complex supply chain challenges into language that resonates with the C-suite. Leaders need clarity, not complexity.
• Proactive collaboration: Breaking down silos by fostering collaboration between supply chain, finance, marketing, and other functions to align objectives.
• Data-driven credibility: Demonstrating the impact of supply chain decisions using metrics and projections that highlight risks and opportunities.

When trust is established, supply chain leaders are no longer seen as operational fixers, often reacting to preventable issues, but as strategic enablers.

How Hatmill can help

At Hatmill, we specialise in bridging the gap between supply chain operations and business strategy. We’ve worked with clients across numerous industries  to:

• Break down complexity for the C-suite: Simplifying supply chain challenges into actionable insights that empower leadership to make informed decisions.
• Work seamlessly across teams: Collaborating with all departments to ensure supply chain goals align with broader business objectives.
• Create effective projection models: Developing tools such as capacity modelling and cost impact assessments to evaluate and plan for future scenarios.
• Provide visibility through data: Building robust, data-driven models to ensure decisions are grounded in clear operational realities.

Our approach ensures that supply chain leaders are not only heard but also provide the critical insights needed to drive business growth. If your organisation is looking to align its supply chain with its strategic goals or tackle operational challenges, Hatmill is here to help. Contact us.