Recasting the supply chain as a dynamic, adaptive, networked system – not a fixed, linear system – is therefore not a functional upgrade but a leadership imperative. Competitiveness now depends on leaders who can orchestrate across fragmentation – aligning industrial strategies, supply networks and digital ecosystems. Companies that once optimized for efficiency are now rewiring for endurance – embedding optionality into sourcing, regionalizing production and investing in digital visibility to pivot swiftly as conditions change. This marks a new leadership mindset, where supply chains are no longer cost centres to manage but strategic assets to design. Those who successfully orchestrate across partners, policies and data will turn volatility into advantage. Winning in this world of flux and variation requires deeper collaboration and alignment both within companies and across their supplier and customer networks. Engineering solutions to complex supply chain dynamics is a team sport and traditional siloed organizational structures are unlikely to respond effectively. Peter Gibbons, Group President, Global Enterprise Supply Chain, 3M (2023-2025)3 in 4 leaders would prioritize resilience investments for superior returns. Global Value Chains Outlook 2026: Orchestrating Corporate and National Agility 9