The conversation around resilient supply chains is often dominated by technologies such as artificial intelligence, IoT, and advanced analytics. However, a critical insight is gaining traction: technology alone does not create resilience.
Insights from ASCM, presented in („How Supply Chain Education Builds Resilience“), highlight that the real differentiator lies in the capabilities of the people who operate and interpret these technologies.
The Growing Skills Gap
Despite significant investments in digital transformation, many organizations face a critical shortage of skilled talent.
Research cited in the report shows:
- Around 90% of companies lack sufficient talent to achieve their digitalization goals
- Fewer than 20% consider their workforce well-prepared for digital growth
This creates a widening gap between technological potential and operational reality, one that directly impacts performance and resilience.
Upskilling as a Strategic Lever
Addressing this gap requires a shift in mindset. Rather than relying solely on external hiring, organizations are increasingly recognizing the value of developing their existing workforce.
The business case is clear:
- Training is significantly more cost-effective than recruiting new employees
- Employees expect opportunities for growth and development
- Organizations that invest in learning are better positioned to adapt to change
Upskilling is no longer a support function, it is a strategic priority.
Understanding the “Return on Education”
The concept of Return on Education goes beyond cost savings. It reflects the measurable impact that learning and development have on organizational performance.
Companies that prioritize continuous learning benefit from:
- Increased productivity and efficiency
- Higher employee engagement and retention
- Greater adaptability in times of disruption
- Stronger long-term competitiveness
As highlighted on page 3 of the report, upskilling not only improves individual performance but strengthens overall organizational resilience.
From Learning to Measurable Impact
A compelling example in the report (page 4) demonstrates how targeted education initiatives can drive tangible results. One organization improved forecast accuracy, optimized logistics operations, and achieved significant cost savings, driven not just by technology, but by capability building.
This illustrates a key point: transformation is not achieved through tools alone, but through the people who use them effectively.
Learning as a Core Capability
As supply chains become more complex and volatile, the ability to learn and adapt is emerging as a core organizational capability.
Resilience is no longer defined solely by robust processes or advanced systems. It is defined by how quickly and effectively an organization can develop new skills, respond to change, and continuously improve.
Every organization requires an individual approach to employee development—but with the right tools, this doesn’t have to be complex. PMI supports organizations in realizing this Return on Education and works collaboratively with them to develop concrete approaches for the sustainable advancement of their supply chains.
The ASCM Talent Skills Assessment provides transparency on existing capabilities, identifies skill gaps, and forms the basis for targeted development initiatives. PMI offers this assessment free of charge as a starting point to jointly explore further development opportunities and define actionable next steps: https://survey.pmi-m.de/ascmtalent
