Only one in three companies has true end-to-end supply chain visibility. But solving that gap isn’t just about better data—it’s about better alignment between business and supply chain strategy.
The Visibility Gap Is Real—And Growing More Costly
New research from Buck Consultants International and Executive Platforms reveals a sobering statistic: just 35% of companies say they have reliable, up-to-date visibility into their end-to-end supply chains. The rest are operating with partial or outdated information—an alarming reality given today’s global instability, rising import tariffs, and pressure for greater traceability.
Among the 240 supply chain leaders surveyed across Europe and the U.S., most said they monitor internal performance and external risks. Yet only 26% conduct formal stress tests to assess the resilience of their supply chains. This disconnect between perceived awareness and structured preparedness shows how vulnerable many networks still are.
The lack of visibility isn’t just a problem for daily decision-making—it limits a company’s ability to adapt. Without accurate, timely data across nodes, flows, and suppliers, companies cannot meaningfully model alternate sourcing options, evaluate regional risk exposure, or respond effectively to trade disruptions. That’s especially problematic as tariff enforcement tightens and origin disclosure requirements become more demanding.
Data Alone Doesn’t Deliver Visibility—Leadership Does
Yet the visibility challenge isn’t just technical—it’s organizational. Too often, visibility is treated as a systems problem when, in reality, it reflects a deeper misalignment between supply chain and business strategy. While most companies assess internal and external factors affecting footprint decisions, few ensure those insights are integrated into core operational planning.
This is where leadership plays a defining role. End-to-end visibility requires more than integrated platforms. It requires coordinated leadership across procurement, operations, finance, and compliance. It means agreeing on what ‘resilience’ really looks like in the context of business goals—and assigning ownership to act on it.
The truth is, visibility doesn’t begin with dashboards. It begins with decisions. What level of traceability is needed for compliance? How fast must procurement teams be able to switch suppliers in response to policy shifts? Which SKUs justify dual sourcing or regional diversification? Until leaders align around these questions, visibility will remain fragmented—regardless of the technology in place.
The Visibility Problem Is Solvable—If Leaders Act Together
The technology to enable visibility is not the barrier. The issue lies in governance, coordination, and shared accountability. Supply chain leaders can and should push for improved data quality, traceability, and scenario planning—but those efforts must be underpinned by leadership alignment.
The companies that are best positioned to weather today’s volatility are not necessarily those with the biggest systems, but those with the clearest vision—of what matters, where risk lies, and how quickly they can act. True visibility doesn’t start in the supply chain. It starts in the boardroom.
