In this series of articles, Argon and Co shares our insights into the future of supply chain planning. In part one, we looked at the overarching themes. In part two, we explore the future of the planning role itself and the evolution of the supply chain orchestrator.
If you ask about the future of supply chain, the answer is likely to revolve around technology – but the most significant change is not the tools themselves—it’s the shift in roles, skills, and culture that teams must undergo. As companies move towards more integrated, data-driven supply chains, the traditional role of the planner is evolving into that of a supply chain orchestrator. Systems are simply the enabler for this transformation.
The previous article highlighted the increasing need for agility and the expanding scope in future supply chains. For teams to manage the speed and breadth required, we must challenge existing operating models and roles and understand how we can drive value more effectively with the tools we have available.
The traditional supply chain planning role
Historically, supply chain planners have been the backbone of operations, focused on demand forecasting, inventory management, and coordinating manufacturing schedules. Their work was largely siloed, with each function of the supply chain—sales, procurement, manufacturing, logistics—managed independently. This separation was effective when supply chains were simpler, demand was predictable, and external disruptions were minimal.
However, today’s supply chains are far more complex, globalized, and susceptible to disruptions, which means that this fragmented approach is no longer sufficient. To thrive in this environment, businesses must embrace end-to-end coordination and cross-functional integration—a shift that is redefining the traditional role of supply chain planners.
Supply chain orchestrators and the operating model
The evolution from supply chain planner to orchestrator reflects the need for a more holistic approach to managing supply chains. Orchestrators go beyond just planning for demand or managing inventory and then handing off responsibilities to the next person in the chain; they are responsible for integrating and synchronizing every aspect of the supply chain, from procurement to manufacturing to delivery. They ensure that all parts of the supply chain work together seamlessly, creating a system that is agile, efficient, and resilient.
This shift is enabled by advanced technologies—such as AI, real-time data analytics, control towers and IoT—that provide orchestrators with the real-time insights and visibility needed to make informed decisions faster. However, while technology plays a vital role, it is not the limiting factor. The biggest challenges are human-centric: organizations must cultivate the right skills, foster collaboration across departments, and build a culture that embraces this new approach.
The change enables and requires a rethink of the operating model design. The operating model may need to evolve several times as technical and human capability builds. Supply chain orchestrators need a broad perspective to influence the entire supply chain, but in some businesses this role will be an evolution of the end-to-end planner role; in others, it may sit above or to the side of the more traditional planning teams initially, until the full change enables much of the transactional work to disappear.
The human side
While the technology supporting supply chain orchestration is rapidly advancing, the most significant barriers to this transformation are people capability and culture. As businesses seek to move from traditional planners to orchestrators, they must confront the need for:
- New skills and expertise: The orchestrator role requires a diverse set of skills that go beyond what traditional supply chain planners are used to. Orchestrators must understand cause and effect in every part of the end-to-end supply chain, be adept at data science and analysis, possess strategic thinking, and manage cross-functional teams. They need to be comfortable working with emerging technologies such as AI and machine learning, but also have the leadership skills to foster collaboration across multiple functions.
Developing these capabilities requires significant investment in training and upskilling. The role of an orchestrator is more strategic and requires professionals who are not only operationally proficient but can also see the bigger picture, anticipate disruptions, and make decisions that benefit the entire supply chain ecosystem.
- Cross-functional collaboration: Orchestration demands planners work across multiple functions, including procurement, manufacturing, logistics, sales, and finance. Traditional silos between these departments must be broken down to ensure that all teams work towards common goals. This requires a cultural and operating model shift—departments that previously operated independently now need to integrate data, align their objectives, and collaborate in real-time.
Creating a culture of collaboration is not easy. It requires leadership to actively promote open communication, trust, and shared accountability across the organisation and relies on an updated supply chain operating model. Without this cultural foundation, even the best technology and planning systems will fail to deliver the full benefits of orchestration.
- Strategic leadership and decision-making: Unlike traditional planners who focused on short-term, operational tasks, orchestrators must be strategic leaders. They are responsible for making high-level decisions that impact the entire supply chain, balancing efficiency, cost, sustainability, and resilience. This requires a shift in capabilities and mindset—from focusing solely on immediate concerns like manufacturing schedules or inventory levels to thinking about long-term goals such as sustainability, risk management, and customer satisfaction.
Strategic decision-making is often hampered by a lack of coordination between departments or outdated mindsets that prioritize short-term gains over long-term benefits. Orchestrators must challenge this way of thinking, encouraging a more forward-looking and holistic approach to supply chain management.
Technology is an enabler, not the challenge
While much of the conversation around supply chain transformation focuses on technology—AI, IoT, decision intelligence, blockchain, and automation—the reality is that these tools are not the primary barriers to progress. Many of the necessary technologies already exist and are increasingly accessible to businesses of all sizes. The challenge is not in adopting these tools, but in how organisations can use them effectively.
Technology enables orchestrators to gain real-time visibility into their supply chains, analyse vast amounts of data, and automate routine tasks. For example, AI can help orchestrators predict demand fluctuations, identify potential disruptions, and optimize inventory levels. IoT devices provide real-time tracking of goods as they move through the supply chain, enabling faster responses to bottlenecks or delays. However, without the right people and processes in place, these tools will not reach their full potential.
The greatest obstacle to becoming a supply chain orchestrator lies in how well an organisation can integrate these technologies into its culture and operating model. Success depends on empowering people to use these tools effectively, fostering collaboration across departments, and building a strategic mindset that values long-term planning over short-term problem-solving.
Conclusion: embracing the future of supply chain orchestration
As the role of supply chain planners evolves into that of orchestrators, organisations must recognise that the biggest challenges lie not in the technology, but in the capabilities and culture that will support this transformation. Technology provides the tools, but people and processes drive the change.
For businesses to thrive in the future of supply chain orchestration, they must invest in building the skills, fostering collaboration, and promoting strategic leadership. By focusing on these human and cultural factors, organisations can unlock the full potential of their supply chains, making them more agile, resilient, and competitive in a rapidly changing global environment.
To explore how Argon & Co can support your journey from planner to orchestrator, visit our Supply Chain Planning service page and see how we can help you unlock the next level of supply chain agility and resilience.
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Liz Howat
