KPMG 2026 US Supply Chain Survey: Key Findings

Inside the 2026 survey

Explore the research and insights on the risks, operating model changes, technology investments, and AI ambitions that are reshaping the supply chain agenda.

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Supply chain leaders are managing a widening matrix of pressures: geopolitical volatility, tariffs, cyber threats, supplier fragility, and a persistent talent gap. The KPMG 2026 US Supply Chain Survey captures how 462 leaders at companies with $1 billion or more in annual revenue are responding—and why risk and resilience now sit at the center of the transformation agenda.

What 462 supply chain leaders told us

Risk and resilience themes run throughout this year’s key findings: Cyber security ranks as the top perceived supply chain risk, followed by multi-tier supplier exposure and concerns about shortages and regulatory pressure. Managing and mitigating risks and geopolitical uncertainties now leads the list of transformation objectives, and improving risk management and resilience tops investment plans. Leaders are meeting that pressure with action—rethinking operating models, closing talent gaps, and pushing toward more autonomous, AI-enabled operations.

73%

are planning a comprehensive transformation of their supply chain operating model within the next three years

94%

are innovating in risk management and resilience today or plan to within three years

Managing and mitigating risks and geopolitical uncertainties ranks as the top transformation objective—and it’s also the top near-term investment priority

77%

report a talent gap in their organization's procurement and supply chain function

78%

plan to be at or above a moderate level of supply chain autonomy by 2027

7 in 10

expect AI and GenAI to significantly transform the supply chain workforce

The 2026 findings, industry by industry

The pressures are shared, but the priorities are not. Our industry briefings translate the survey into sector-specific stories—covering the risks, operating model changes, technology ambitions, and talent challenges shaping each industry’s next phase of supply chain modernization.

Risk and resilience lead the supply chain agenda in technology, media, and telecom The power and utilities supply chain challenge: Secure, modernize, and scale Volatility accelerates oil, gas, and chemicals supply chain transformation Supply chains face a new margin mandate in consumer and retail Industrial manufacturing supply chains: The resilience reset The life sciences supply chain mandate: Modernization amid pressure

Risk and resilience lead the supply chain agenda in technology, media, and telecom

Across all three sectors, 92 percent of leaders are strengthening risk and resilience functions now or plan to within three years, and roughly 8 in 10 report a talent gap. Each industry faces its own top risk—supplier networks in tech, regulation in telecom, and supplier fragility in media.

The power and utilities supply chain challenge: Secure, modernize, and scale

A historic capital build-out is raising the stakes for power and utilities supply chains. With 76 percent planning comprehensive transformation, leaders are focused on securing long-lead equipment and supplier capacity earlier—and connecting capital plans, procurement, inventory, and risk decisions.

Volatility accelerates oil, gas, and chemicals supply chain transformation

Eight in 10 sector respondents plan a comprehensive transformation of their supply chain model, and 98 percent are innovating—or planning to—in risk and resilience. The work ahead: converting strong digital confidence into consistent execution across complex operating environments.

Supply chains face a new margin mandate in consumer and retail

Consumer and retail leaders show one of the strongest modernization postures in the survey, with 92 percent expecting at least moderate autonomy by 2027. The next phase is commercial: connecting demand, supply, inventory, and fulfillment decisions fast enough to protect margin, service, and growth.

Industrial manufacturing supply chains: The resilience reset

Six in 10 industrial manufacturing respondents cite strengthening resilience as the main driver of operating model change—the strongest signal across all industries in our survey. Leaders are moving resilience from a defensive posture to an operating capability that also improves productivity.

The life sciences supply chain mandate: Modernization amid pressure

Life sciences leaders are being asked to move faster and keep tighter control at the same time. With 77 percent planning comprehensive operating model transformation, the sector is modernizing planning, sourcing, and automation while protecting quality, traceability, and regulatory discipline.

Move from disruption response to intelligent execution — with a supply chain designed to adapt, decide, and deliver in real time.

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How KPMG helps supply chain leaders modernize execution

Supply chain programs rarely stall because one tool is wrong. They stall because the operating model can’t turn insight into action. That’s the gap KPMG LLP (KPMG) helps close: connecting planning, data, AI, governance, and physical execution so organizations can make better decisions and carry them through—across industries, with teams that bring deep sector and domain experience to each engagement.

KPMG works with CSCOs and supply chain leaders to identify where value is leaking, redesign the operating rhythm around critical trade-offs, scale AI through governed use cases, and sustain performance as network conditions change. Our services include:

Diagnosing where plans break and value leaks

Identify the lanes, suppliers, nodes, product segments, and workflows where the current model is driving premium freight, expedite spend, excess inventory, service instability, or planner rework.

Redesigning the operating model around decisions

Define the decision rights, escalation paths, roles, workflows, and shared success measures required to connect integrated business planning, S&OP, S&OE, and day-to-day execution.

Scaling AI into execution

Prioritize the use cases with the clearest operational value, define the readiness conditions required to scale them, and connect AI outputs to the workflows, controls, and people responsible for action.

De-risking the physical network

Evaluate network design, sourcing diversification, regionalization, inventory positioning, supplier risk, logistics trade-offs, tax, trade, compliance, working capital, cyber security, and service commitments as interconnected decisions.

Sustaining supply chain performance

Establish the business and operational KPIs needed to measure progress—spanning planning performance, exception management, AI adoption, service, cost, and margin—and use the results to adjust models, workflows, and decision rules.

Extending execution capacity through managed services

Provide hands-on support for daily demand, supply, and inventory planning, scenario modeling, exception management, and performance monitoring—connecting with existing client systems to turn planning outputs into executable decisions, while client leadership retains final decision authority.

Supply chain AI strategy: Scaling AI beyond pilots

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Supply chain AI strategy: Scaling AI beyond pilots

Supply chain leaders can’t scale AI without a decision system–learn how CSCOs reduce overrides, expedite costs, and improve execution at scale.

Beyond Tier 1: A new playbook for managing multi-tier supplier risk | KPMG

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Beyond Tier 1: A new playbook for managing multi-tier supplier risk | KPMG

Supply chain leaders must manage multi-tier supplier risk across the ecosystem to improve visibility, enhance compliance, and build resilience beyond Tier 1.

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Supply chain scenario planning

Learn how CSCOs use digital twins to improve scenario planning, accelerate decision making, and respond to disruption in real time.

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Agile Supply Chain Network Strategies

Supply chain leaders can’t afford to wait for market certainty—discover how agile network design protects margins and strengthens supply chain resilience.

Chris McCarney

Principal, Supply Chain & Procurement Leader, KPMG LLP

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Sean M Cassidy

Advisory Managing Director, Supply Chain, KPMG LLP

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Chris McCarney

Principal, Supply Chain & Procurement Leader, KPMG LLP

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Sean M Cassidy

Advisory Managing Director, Supply Chain, KPMG LLP

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Questions leaders ask about the KPMG 2026 US Supply Chain Survey

What is the KPMG 2026 US Supply Chain Survey?
The KPMG 2026 US Supply Chain Survey gathered responses from 462 US supply chain leaders at companies with $1 billion or more in annual revenue. It examines how organizations are managing risk, transforming operating models, closing talent gaps, and deploying AI and automation across the supply chain.

What are the key findings of the 2026 survey?
Risk and resilience dominate the agenda: 94 percent of respondents are innovating in risk management and resilience now or within three years, and managing risks and geopolitical uncertainties ranks as the top transformation objective. In addition, 73 percent plan a comprehensive transformation of their supply chain operating model, 77 percent report a talent gap, and 78 percent expect at least moderate supply chain autonomy by 2027.

Which industries does the survey cover?
The survey includes dedicated briefings for six industry views: consumer and retail; oil, gas, and chemicals; industrial manufacturing; life sciences; power and utilities; and technology, media, and telecommunications.

What are the top supply chain risks in 2026?
Respondents rank cyber security threats as the top perceived supply chain risk, followed by multi-tier supplier risk, with regulatory risks and supply shortages close behind. Geopolitical uncertainty and tariffs continue to shape cost, network, and sourcing decisions.

How is AI changing the supply chain workforce?
About 7 in 10 supply chain leaders expect AI and GenAI to significantly transform the workforce. Many organizations are pairing AI investment with talent strategies—half of respondents cite investing in automation and AI as a top action to address the supply chain talent gap.

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