Key Factors That Can Make or Break a Supply Chain Project
Written by Stephanie Martinez, Partner, Bastian
If there was ever any doubt about the critical role supply chains play in business durability, the disruptions over the last 5 years have certainly obliterated it. Supply chain has exponentially shifted from a behind-the-scenes function to a board-level priority. Businesses now recognise that strong yet adaptable supply chains are not just operational necessities, they're strategic imperatives.
This shift has led to an explosion of supply chain transformation projects: from digitalisation and sustainability initiatives to regionalisation and risk mitigation strategies. But while the appetite for change is high, the success rate remains mixed.
As a recruiter who specialises in supply chain talent, I've had a front-row seat to both the successes and the failures. Time and again, I’ve seen the same factors emerge as the difference between a project that hits its targets and one that struggles to stay afloat. Here’s what I’ve consistently seen set successful projects apart, along with insights from experts in the field.
Senior Executive Direction & Buy-in
No supply chain project can succeed without clear, committed leadership. When senior executives genuinely support a project—not just with funding but with time, attention, and internal advocacy—the momentum and clarity it brings are immeasurable.
From a recruitment angle, I often look at how a project is positioned internally. Is there a clear vision communicated to the team? Are stakeholders aligned? If the leadership isn’t driving the project with purpose, even the best talent will struggle to deliver results.
"I’ve found leaders who are truly invested in a project's success don’t operate at arm’s length via pretty PowerPoint updates. Rather they informally check-in, offering ad-hoc support as required. In my experience, the best senior leadership visits to site have been those without formal presentations — instead candid, honest conversations on the shop floor. A true servant leadership approach does more than remove roadblocks; it builds trust, strengthens alignment, and genuinely demonstrates committed leadership," Sam Gaultieri, Supply Chain Strategy & Program Manager, FMCG.
“Make sure it’s clear who owns the project, and who owns the vendor relationship. Clarify who is responsible for success of the project and appropriate authority to them. IT vs Business – you cannot give a software implementation to IT and expect them to put in a system for the business without involving the business users,” Sadie Thomas, Director, SBT Consulting.
“I found if a sponsor really believed in a project and wanted it to succeed, they will find the time and energy to support it. I had a great example at Coca-Cola Amatil, where the Supply Chain Director at the time really supported innovation - so we were able to run a Hackathon. It was very successful, and he was able to host the event and create support from areas we wouldn't have been able to access without his involvement,” Julie Cox, SAP Delivery Manager, Endeavour Energy.
Secondments and New Hires in place early
The most successful projects I’ve seen are those that prioritise project talent acquisition from the start, whether that’s sourcing people internally or externally. Too often, businesses launch into a transformation and then scramble to find the right specialists halfway through. That’s a recipe for frustration.
The roles that are hardest to hire for mid-project—think supply chain architects, change managers, and systems integration experts—should be in place before the kick off. Interim and contract talent can be a game-changer here, providing flexibility and deep expertise when you need it most.
“Throughout my career, I’ve seen firsthand the impact of delaying recruitment of critical project roles, which not only puts timelines and deliverables at risk but compounds pressure on existing team members to pick up the slack and risk of burn-out. Therefore, taking the time upfront to ensure that the right expertise is in place, mitigates unnecessary self-inflicted risk to a project,” Sam Gaultieri, Supply Chain Strategy & Program Manager, FMCG.
“Back-fill seconded resources – don’t overburden people by expecting them to do both the project and they day job. The reality is, the work that their annual performance grade is based on will always take priority. Consider career advancement opportunities for these team members. If you ask someone to step up and then just dump them back into their old jobs, it’s a turn off and will hurt engagement,” Sadie Thomas, Director, SBT Consulting.
“Alternatively, it’s sometimes better to wait and see the personalities of the project, the ways of working and then hire to fit the team. This also helps identify any gaps we have and get the right people to fill it. Also, if an amazing person is introduced by the recruiter, sometimes you can juggle the roles around to create the right spot for them. It’s all about team dynamics – smart people can be flexible in where they add value,” Julie Cox, SAP Delivery Manager, Endeavour Energy.
Clarity of Scope and Objectives
Vague or shifting objectives are a silent killer of supply chain projects. A lack of clarity breeds confusion, scope creep, and misaligned KPIs.
The best candidates ask probing questions about project goals before they accept an assignment. If the answers are woolly, it’s a red flag. My advice to hiring managers: if you can’t explain your project's purpose in a paragraph, you’re not ready to recruit for it.
"Hiring without a clear project mandate is like assembling a team for game day with no rules. Talent alone can’t compensate for ambiguity, and if left unresolved, I’ve found team members will tend to fill the gap with their own conflicting interpretations, including roles and responsibilities,” Sam Gaultieri, Supply Chain Strategy & Program Manager, FMCG.
“Create your requirements prior to embarking on the software selection process. If you have multiple sites with nuanced/differences in requirements, ensure you understand the degree of difference prior to software design. Make certain as an organisation that there is explicit internal agreement on the degree to which customisations are tolerated or processes must change to enable a vanilla implementation. In a global design, minimum requirements must have nuances built in if required,” Sadie Thomas, Director, SBT Consulting.
“Unless you are hiring for innovation and out-of-the-box thinking, there can be gold nuggets hiring an innovator early in case you are going along the wrong path,” Julie Cox, SAP Delivery Manager, Endeavour Energy.
Cross-Functional Collaboration
Supply chain projects touch every part of the business, from finance and IT to sales and customer service. Success hinges on how well these departments work together.
The best talent I place are those who can act as bridges across functions. It’s not just about technical skills, it’s about communication, diplomacy, and influence. If your team is siloed, bringing in people who can break down barriers is vital.
"The catalyst for getting any project off the ground is when different functions effectively converge around a clear objective. It’s at that intersection where the magic happens and business cases come to life. I learnt this very early on in my career and has held true in every capital request I’ve led,” Sam Gaultieri, Supply Chain Strategy & Program Manager, FMCG.
“You can't put a purely technical person in front of all areas of the business. Knowing how to change the language to suit the audience is crucial, not just in supply chain,” Julie Cox, SAP Delivery Manager, Endeavour Energy.
Change Management and Communication
A technically perfect solution will still fail if no one uses it properly. That’s why change management is a non-negotiable component of supply chain projects.
Too often, we see companies treat communication as an afterthought. The reality? Your people need to know why a change is happening, how it affects them (for the better), and what support they’ll receive. Investing in change leaders and internal comms specialists is money well spent.
"In my experience, projects of any size often struggle during execution if stakeholders haven't been engaged from the outset. A key success factor is integrating a skilled operations lead early on, someone who understands the inner workings of the factory and can assist with effectively communicating changes, facilitate training, and ensure a smooth ramp-up," Sam Gaultieri, Supply Chain Strategy & Program Manager, FMCG.
“Change management – don’t skimp on testing and training, and always involve business users in test design. User engagement is key to success. If the users are stressed because they weren’t properly trained on the software, or if issues pop up due to poor testing, they’ll reject the system. The reputation cost to a project is far greater than any delay caused by extra training and testing,” Sadie Thomas, Director, SBT Consulting.
“Change needs to be included up front in scoping of the project. It can make or break your project,” Julie Cox, SAP Delivery Manager, Endeavour Energy.
Adaptability and Realistic Timelines
Supply chains don’t exist in a vacuum. Market shifts, geopolitical events, and unexpected disruptions mean projects must be able to flex.
Hiring adaptable, resilient professionals—people who thrive in ambiguity—is crucial. Rigid plans and unrealistic deadlines can sink morale and blow budgets. Build in buffers and empower your team to course correct as needed.
"The scale and complexity of my latest project at Simplot demanded agility and resilience from the whole team. Success was only possible because we were empowered to pivot without fear of failure, making real-time decisions, problem-solving under pressure, and keeping the project on track despite uncertainty," Sam Gaultieri, Supply Chain Strategy & Program Manager, FMCG.
“Don’t ignore risk management, keep an eye out for risks and always have contingency plans in place, just in case,” Sadie Thomas, Director, SBT Consulting.
Final Thoughts
Supply chain projects are inherently complex, but their success often comes down to human factors. Having the right people, supported by strong leadership and a clear plan, is what truly drives outcomes.
For more information, visit https://bconsult.io/
