In today’s volatile and fast-evolving business environment, supply chain transformation has become a strategic imperative. A new study by Miebach shows that companies are no longer treating transformation as a one-off project but as a continuous process: on average, organizations in the DACH region conducted 5.7 transformation initiatives over the past five years, with more than 80% having gone through at least two major supply chain changes.

Transformation as a Lever for Competitiveness

The study reveals that transformation efforts are primarily driven by traditional business objectives: improving service and supply capability, increasing efficiency, and enhancing flexibility. Cost reduction remains important, while sustainability and resilience are gaining traction but still trail classic performance goals.

What Are Companies Transforming?

The scope of transformation initiatives is broad, with clear hotspots:

• 71% restructured their supply chain organization, redefining roles, merging departments, or setting up new centralized functions such as Supply Chain Centers of Excellence.
• Two-thirds replaced major IT systems (e.g., ERP, WMS) and digitalized logistics processes.
• Over 50% implemented warehouse automation, while 41% introduced or revamped Sales & Operations Planning (S&OP).
• Only 38% leveraged AI or advanced analytics, and a similar share significantly improved digital connectivity with external partners – highlighting that frontier technologies are still in the early stages of adoption.

Success Factors and Barriers of Supply Chain Transformation

Companies in the DACH region demonstrate a high level of investment and focus on supply chain transformation. But despite this strong push, the success rate remains moderate, with projects averaging only 3.12 on a 4-point scale in effectiveness. Many initiatives face delays, cost overruns, or missed targets.

What can companies do to avoid project failures? The study identifies a clear formula for success that ensures alignment across functions and reduce risks inherent to complex initiatives:

• Strong top management support (rated 4.71 in a 1-5 importance scale as most decisive)
• Clear, strategy-aligned goals (4.55)
• Robust project and change management (4.46)
• Adequate resources (4.46) and continuous communication to stakeholders (4.36).

Supply chain transformation succeeds when leaders actively champion change, set ambitious goals, and bring stakeholders on board from the start. With strong project and change management, and by aligning technology with people and processes, companies can turn transformation into lasting customer value.” Marko Holzwarth, Lead Transformation Management, Miebach

Key Takeaways for Supply Chain Leaders

Based on the study findings, Miebach outlines actionable takeaways for leaders:

• Secure leadership sponsorship and a clear vision
• Engage stakeholders early and often
• Align technology investments with process and people needs
• Institutionalize transformation as a continuous journey

Strengthening the supply chain is not about one-off projects. Companies should embrace the change and use it to build up service, efficiency, and resilience as a continuous process,” says Fabian Jäger, Principal at Miebach

More Insights 

The supply chain transformation study is based on a structured online survey among 67 companies in the DACH region. Most respondents come from large enterprises (many with >5,000 employees) across Industrial Products, Retail, and Pharma/Chemicals, with responsibilities spanning logistics, planning, procurement, and operations.

Here’s a quick summary of the study: Link

The full results report of the Miebach Supply Chain Transformation Study 2025 with detailed insights and practical recommendations can be requested under this Link.