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Leadership Trends
Lizzie Projella
28 January 2026
The market has shifted violently. According to recent data from McKinsey, 82% of companies report direct supply chain impacts from tariffs and geopolitical instability. Regulations are forcing massive restructuring. Trade routes are being rewritten overnight.
If you are an executive leader or an HR business partner tasked with finding this talent, you need to understand exactly what this new breed of leadership looks like. Below, we define the specific competency profile required to navigate this transition.
Strategic Network Design is the ability to re-engineer the physical footprint of a supply chain. It goes beyond simple logistics management. It involves analyzing where to source raw materials, where to manufacture, and where to distribute goods to balance speed, cost, and risk.
Why It Is Important:
Moving manufacturing isn't just about renting a new warehouse in Mexico or Vietnam. It is a massive legal, logistical, and operational undertaking. A leader with this skill can calculate the Total Landed Cost (TLC) of moving production to the U.S. versus nearshoring in Latin America.
Without this skill, companies risk making costly moves that look good on paper but fail in execution. We recently placed a VP who didn't just have "logistics experience" — they had specifically led a multi-site transition from Asia to Northern Mexico. That specific experience allowed them to navigate the nuances of labor availability and infrastructure gaps that would have otherwise stalled the project.
Related: How to Find and Recruit Top Supply Chain Talent
This is the ability to integrate robotics, AI, and advanced ERP systems into a cohesive operational workflow. It is not about being a coder; it is about understanding how technology offsets labor costs and increases throughput.
As production moves to higher-cost labor markets (like the U.S.), the math only works if you automate. You cannot "lift and shift" a manual process from a low-cost region to a high-cost region and expect to stay profitable.
The most successful companies are moving from "islands of automation" to fully integrated autonomous systems. A leader who views automation as strictly an IT problem rather than an operations strategy will fail. You need a leader who can look at a manual warehouse and visualize exactly where autonomous mobile robots (AMRs) fit to reduce labor dependency and improve safety.
This is the ability to translate complex operational risks into financial terms that the CEO and CFO understand. It requires a leader who speaks the language of the boardroom — EBITDA, working capital, and revenue at risk — rather than just the language of the warehouse.
Supply chain is no longer just an operational concern; it is a financial one. When a leader can quantify the cost of inaction (e.g., "If we don't diversify this supplier, we risk $50M in revenue next quarter"), they get the budget and support they need.
We see this gap frequently. Tactical managers talk about "shipping delays." Strategic leaders talk about "working capital optimization." In a market defined by volatility, the ability to secure investment for resilience measures is often the difference between a minor disruption and a major crisis.
Related: The 7 Biggest Challenges Hiring Managers Face (And How to Solve Them)
This skill involves a deep understanding of international trade laws, tariffs, and labor regulations. It is the ability to navigate frameworks like the USMCA (United States-Mexico-Canada Agreement), Section 301 tariffs, and the Uyghur Forced Labor Prevention Act (UFLPA).
In 2026, you cannot separate logistics from the law. A candidate might be excellent at negotiating freight rates, but if they don't understand how to classify goods to minimize duty exposure, they could be costing your company millions in unnecessary tariffs or fines.
Compliance is no longer a "check-the-box" activity; it is a strategic function. Leaders must work hand-in-glove with legal teams to ensure that the supply chain is not just efficient, but legal and secure. This technical knowledge is the bedrock of a stable supply chain in a protectionist global economy.
Related: What to Expect From the Supply Chain Job Market in 2026
This is the move away from static annual forecasts to rolling forecasts and "What If" modeling. It requires a mindset that constantly questions assumptions and utilizes data to predict potential disruptions before they happen.
The days of the predictable annual forecast are gone. The best leaders today are obsessed with questions like: What if the East Coast ports strike again? What if the Peso fluctuates by 10%? What if our Tier 2 supplier in Taiwan goes offline?
This skill requires a shift from "Reacting to Fire" to "Fire Prevention." It involves using AI-driven planning tools (like Kinaxis or Blue Yonder) to model outcomes. Without this agility, companies are left scrambling when the unexpected happens, leading to expensive expedited freight costs and lost customer trust.
Related: How to Choose the Right Recruiter for Your Niche
Knowing the skills is half the battle; finding the people who possess them is the other half. The top 10% of supply chain talent — the ones who can actually execute these changes — are rarely on job boards. They are passive candidates, currently employed and busy fixing problems.
Here is a 5-step guide to finding and securing this talent.
You cannot rely on a "post and pray" strategy for transformational leadership. You need to map the market to find individuals who are already doing the work you need done. Look for candidates working in "parallel environments" — leaders who have already solved the specific problem you are facing (e.g., nearshoring to Mexico) in a similar industry. Focus on pedigree; professionals from organizations known for supply chain excellence often possess the rigorous methodology you need, even if their LinkedIn profiles are sparse.
Most hiring failures happen because the hiring team isn't aligned on what "good" looks like. Before you start the search, the Hiring Manager and HR must agree on the non-negotiables. You must explicitly define which skills are required on day one versus which can be learned. Establishing clear "deal breakers" before outreach begins prevents wasted time and ensures faster decision-making during the interview stage.
Generic job descriptions attract generic candidates. To attract top-tier leaders, you must stop listing daily duties and start listing the business outcomes they must achieve. Clearly define the specific problems the role must solve and the measurable results expected within the first 12 months. This approach signals to high-performers that the role is strategic and challenges them to bring their solutions to the table.
Before the first interview, create a scorecard that defines exactly what success looks like for each competency. This ensures that every stakeholder evaluates candidates on the same objective criteria, reduces unconscious bias, and keeps the focus strictly on the candidate's ability to deliver results.
Generalist firms often struggle to vet technical depth. Partnering with a specialist like SCOPE Recruiting connects you directly to the passive talent pool — the leaders who aren't applying but are open to the right move. We act as strategic advisors, providing real-time feedback on compensation and market conditions to ensure you land the hire.
Identifying leaders who possess this rare combination of technical depth and strategic vision is challenging. These professionals are in high demand and are often currently employed, leading critical projects for their organizations.
However, the investment in finding the right person pays for itself in risk mitigation and operational efficiency. Whether you are looking to move operations out of China, implement advanced AI, or simply build a more resilient network, success starts with the person at the helm.
Looking to hire transformational Executive Recruiters for your supply chain? Contact us today to discuss how we can help you build a leadership team ready for the future.
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