At the 2025 Gartner Supply Chain Symposium in Orlando, Gartner Vice President Analyst Tom Enright delivered a clear message to supply chain leaders: the success of digital transformation initiatives will depend less on the technology itself and more on the people expected to use it.

What’s Related

According to Gartner, 60% of supply chain digital adoption efforts will fail to deliver their promised value by 2028 due to insufficient investment in learning and development (L&D). Enright called on Chief Supply Chain Officers (CSCOs) to take a more active role in ensuring that teams are trained, equipped, and supported to realize the full value of new technologies.

“While technology promises long-term cost savings, the lack of investment in L&D jeopardizes these initiatives, as it is crucial to equip teams with the skills needed to leverage these new tools effectively,” said Enright.

A Disconnect Between Investment and Impact

Gartner’s survey data of 579 supply chain professionals found that while the adoption of technologies like generative AI and hyper-automation continues to accelerate, productivity gains are often limited to individual or desk-based workers. Those gains often have not translated to broader team performance or frontline operations.

Enright noted that this disconnect highlights the need for learning strategies that evolve in parallel with digital tools. As technology advances rapidly, traditional training models have not kept pace.

“By 2028, supply chain organizations that do not modernize their learning and development approaches will see limited value from otherwise promising digital investments,” he said.

The Role of the CSCO in Learning Strategy

To address the growing skills gap, Gartner recommends that CSCOs collaborate closely with human resources teams to lead the development of agile, scalable learning programs. These initiatives should be considered strategic investments rather than operational expenses.

Gartner outlined four key strategies for improving learning outcomes in supply chain organizations:

• Lead and invest in development: CSCOs should champion L&D by setting priorities, identifying skill gaps, and securing funding to support long-term training programs.
• Reframe L&D as a value driver: Position learning initiatives as essential to unlocking the benefits of automation, AI, and data analytics.
• Maintain consistent investment during tech deployment: Avoid cutting training budgets during periods of economic pressure or system implementation.
• Use agile learning tools: Equip teams with real-time, user-friendly platforms that support ongoing learning in fast-changing environments.

“High-performing learning environments are emerging as strategic differentiators,” Enright said. “Leaders in these enterprises embed L&D initiatives within their new technology investments and are therefore better able to shield these activities from short-term budget pressures.”

A Broader Challenge for the Supply Chain Workforce

As Enright noted in his presentation, the digital transformation of supply chains is happening alongside major shifts in labor markets, skills requirements, and workforce expectations. Rapid advancements in AI and automation are changing how jobs are performed, who performs them, and how quickly organizations must adapt.

Gartner’s research found that 58% of supply chain leaders expect intensified talent competition to raise hiring costs, while 40% believe hyperautomation is evolving the skills required for success.

Organizations prioritizing training and skills development in this environment will be better positioned to achieve ROI on their digital investments and build more resilient supply chains.