Supply chains in 2026 go beyond logistics and directly affect the revenue, speed and sustainability of the business. What initiatives in this area are becoming a priority, where companies are mistaken and what to do about it – experts from the IBP department of Axenix Denis Shulga and Dmitry Chulkov explain.
Supply chains today are an area where technology, processes and management decisions intersect. Companies that perceive SCM (Supply Chain Management) as a strategic asset gain an advantage – in speed, sustainability and economy.
Based on a survey of top managers and operating directors conducted by Axenix in early 2026, there are five key initiatives that companies consider to be a priority and plan to implement them this year:
- AI-based forecasting and analytics (24%);
- implementation of IBP (Integration Business Planning) and S&OE (Sales and Operations Execution) (14%)
- optimization of inventories (14%);
- strategic development and commercialization of SCM (11%);
- other initiatives – digitalization, automation, infrastructure (26%).
These numbers reflect a global trend, with companies increasingly relying on data and technology to cope with demand volatility, supply chain disruptions and efficiency pressures. But practice shows that the result depends not so much on the choice of initiatives as on how they are implemented. Let’s look at what typical mistakes companies make and how to avoid them in order to complete the transformation successfully.
1. AI-based forecasting and analytics
Interest in AI in forecasting is natural: traditional models no longer keep up with the speed of changes in the markets. Algorithms allow to take into account dozens of factors at the same time, including sales histories, promotions, external economic conditions – and, if configured correctly, reduce the forecast error by 15%.
However, in practice, AI often does not improve the situation, but makes the problems more noticeable. The main reason is the quality of the data. If they are fragmented, incomplete, or contradictory, the model begins to reproduce the same distortions, only on a larger scale.
A typical situation is when prediction remains an isolated function. Without the participation of sales, logistics and finance, the model does not take into account the real context of the business – from supply constraints to commercial priorities. As a result, the forecast is formally accurate, but practically useless.
Another limitation is the low level of digitalization. When key processes do not leave a digital footprint, there is simply nothing to analyze.
Companies that want to get an effect from AI need to start not with algorithms, but from the database: put data in order, separate promotions and regular sales, add external factors if possible, and most importantly, build cross-functional responsibility for the forecast. Only then does the technology begin to work as a tool, not as an experiment.
2. IBP and S&OE: synchronizing strategy and operations
Integrated business planning and execution of sales and operations is a way to link strategy to operations. In the face of constant supply disruptions, this becomes a critical advantage: companies that are able to synchronize plans and the actual situation quickly benefit in reaction speed and service level.
Nevertheless, these projects most often face long deadlines, budget overruns and disappointment at the exit.
One of the reasons is the technological base. Legacy systems, whether self-written solutions or older ERP versions, often do not support the required level of integration. As a result, implementation becomes a complex and expensive setup instead of a managed process.
The second problem is underestimating the scale of change. IBP is perceived as an implementation of the system, although in essence it is a change in the management model. Hence – unrealistic deadlines, attempts to “fit” the transformation into the usual processes and, as a result, delays in deadlines and budgets.
Finally, management engagement remains a critical factor. Without the support of top management, the initiative loses its priority.
Companies that want to implement IBP successfully should focus on preparation: conduct a full-fledged pre-project analysis, identify risks – from technical to organizational ones, and form a common understanding of goals. At the same time, they should immediately lay down the regularity of processes and transparent responsibility, otherwise integration remains formal.
3. Inventory optimization
With rising inflation and unstable logistics, inventory management directly affects the financial result. The mistake here is expensive: excess stocks freeze capital, and shortages lead to lost sales. Optimization allows to use data to calculate the required volumes accurately, taking into account seasonality and risks. The benefits are clear: companies can reduce storage costs by up to 30%, reduce waste and increase inventory turnover, freeing up funds for development investments and improving overall profitability.
At the same time, the main problems lie not in the lack of tools for analyzing inventory, but in the inconsistency of data and processes. Different systems can show different balances for one item: ERP – one value, warehouse system – another, actual availability – third one. Then any models lose their meaning, since the initial data do not coincide with reality.
Another limitation is the fragmented approach. Inventory management is often considered only at warehouse level, without regard to production capacity, returns, seasonality, or the impact of promotions. An additional factor are the strict ERP settings, that do not allow flexibly responding to changes in demand and supply.
To overcome this, the company should change its approach – turn inventory management from a one-time project into a regular process. This means constantly revising regulations, involving all functions – from sales to finance – and a gradual transition to more comprehensive models, including multi-echelon optimization.
The main shift here is the redistribution of responsibility. Inventory ceases to be a warehouse task and becomes a business task as a whole.
4. Commercialization of SCM
A notable trend in recent years is an attempt to turn supply chains from a cost function into a source of competitive advantage and additional revenue. SCM forms a significant part of the customer experience – delivery speed, product availability, reliability of execution. Benefits include up to 15% revenue growth from value-added services, strengthening partnerships and increasing customer loyalty, that ultimately transforms SCM from a cost center into a profitable asset.
However, in practice, companies face internal contradictions. Supply chains often remain isolated from other functions and are not involved in strategic decisions – for example, launching new products or entering new markets.
Additionally, a conflict of priorities arises: sales require 100% availability of goods, logistics seeks to minimize stocks, finances limit budgets. Without agreeing on these goals, any initiatives begin to slow down each other.
The key is to align the supply chain with the business strategy. Priorities should be set through the company’s value proposition: speed, reliability, flexibility – and processes are already built for them.
The working approach is to highlight individual teams or initiatives that view SCM as a product and develop it in conjunction with the business. In parallel, the role of partnerships is increasing: joint forecasting with key clients, data exchange, cooperation in logistics. These tools not only reduce costs, but also create new value.
5. Customization and local solutions
In addition to major transformations, more local initiatives play an important role – the introduction of WMS and TMS, digitalization of transport, localization of production. They are rarely perceived as strategic, but they form the basis of efficiency.
Here, companies are most often facing not technological, but organizational barriers. Resistance to change from operational teams slows down implementation, lack of expertise leads to errors, and limited budgets prevent solutions from scaling.
Successful cases are united by a systematic approach. Companies manage a portfolio of initiatives, prioritize and move from quick effects to more complex changes. If necessary, external expertise is involved, and the resulting savings are reinvested in further transformation – forming a kind of “flywheel” of changes.
In 2026, supply chains are becoming one of the main drivers of revenue growth, accelerating business processes and increasing the company’s sustainability. Market leaders are not limited to choosing individual initiatives – they form a systematic approach: they start with data quality, align SCM with business strategy and distribute responsibility between all functions, from sales and finance to logistics. The combination of AI analytics, flexible planning (IBP/S&OE) and inventory optimization allows the business to react faster to risks and confidently maintain its position in the market.