Supply chain leaders are redesigning their networks around greater choice and flexibility, as resilience increasingly becomes a source of competitive advantage and growth, according to new research from DP World’s Global Trade Observatory. 

The Chief Supply Chain Officer (CSCO) Pulse Report, based on a survey in August of 103 CSCOs across 14 markets and nine industries, finds that 84% say resilience and optionality have overtaken cost reduction as the primary drivers of supply-chain strategy.

The shift is already changing how businesses design their networks. 71% plan to diversify their supplier base over the next 12 months, with CSCOs also considering changes across inventory, production locations and sourcing as they seek to preserve room to manoeuvre when conditions change.

The report describes this shift as a move from optimisation to optionality: away from designing supply chains primarily around cost and efficiency, towards creating viable alternatives that businesses can call upon as trade rules, tariffs, demand and geopolitical conditions change.

Yuvraj Narayan, Group CEO of DP World, said: “Global trade is not standing still, and neither are the supply chains that underpin it. Businesses are responding to uncertainty not by retreating from growth, but by creating more choices about where they source, how they move goods and how they reach customers.

“The role of the Chief Supply Chain Officer is changing with that environment. Supply-chain decisions increasingly shape where a business can grow, how quickly it can enter new markets and how effectively it can respond when circumstances change. The opportunity is to build networks that combine efficiency with flexibility - giving businesses the options, visibility and connectivity they need to keep growing through uncertainty.”

SUPPLY CHAIN MOVES TO THE HEART OF GROWTH

The report finds that this changing operating model is being accompanied by a broader transformation in the role of supply-chain leadership.

93% of CSCOs say their role in driving business growth has become more central over the past three years, while the research shows supply-chain leaders increasingly contributing to decisions around market entry, investment and risk.

Optionality is also moving beyond protection against disruption to become a tool for growth. 86% say access to alternative and multimodal trade routes is becoming a competitive advantage, giving businesses greater ability to adapt how goods move as conditions change and new opportunities emerge.

The CSCO Pulse Report 2026 explores three major shifts shaping the future of supply-chain leadership: the CSCO's expanding role as an enabler of business growth; the move from optimisation towards greater optionality; and the capabilities – including digital integration, visibility and lower-carbon supply chains – expected to become increasingly important for future growth.