Podcast Summary: "Top Priorities for CSCOs in 2026 (And What Boards Are Still Getting Wrong)"

Podcast: Supply Chain Now
Hosts: Scott Lewton (B), Mike Griswold (A, VP Analyst at Gartner)
Date: March 30, 2026

Episode Overview

In this episode, the hosts explore the rapidly evolving role of Chief Supply Chain Officers (CSCOs) heading into 2026, including the increasing convergence of supply chain management, artificial intelligence (AI), and IT. They discuss common missteps by boards regarding supply chain strategy, top CSCO priorities for 2026, and how organizations should manage disruptions and invest smartly for long-term success. The conversation is rich in anecdotal insight and actionable advice, with several memorable stories and practical examples.

Key Discussion Points & Insights

Lessons from the Pandemic: "Handle Hard Better"

• Reflection on the Pandemic's Anniversary
  [03:28] Mike uses a story from Duke women’s basketball coach Kara Lawson to draw a parallel between leadership in sports and supply chain:

  “It's a coach's job to make things hard, and it's a player's job to figure out how to handle hard things… The fact is we handle hard better. And I think that really resonates with me when I think about the pandemic. …what our supply chains learned is that we can handle hard better.” (A, 03:28)

• Emphasis on resilience and adaptability; supply chain leaders improved at navigating disruption.

Evolution of Disruptions & "Winning in the Turns"

• Disruptions Are Now the Norm
  [09:15] Mike explains “winning in the turns” — a concept borrowed from auto racing — as investing and expanding (not contracting) during periods of uncertainty or disruption:

  "Organizations that succeeded in these disruptions…continued to invest. If I were to sum it up, that seemed to be the biggest distinction between companies that survived and thrived…They invested in technology, they invested in people." (A, 09:15)

• Disruptions now occur "more frequently and lasting longer," making resilience and ongoing investment critical strategies.

Quantum Computing, AI, and Security

• Risks of Quantum Computing:
  [12:47] Scott introduces the concept “Harvest Now, Decrypt Later” (HNDL) — malicious actors storing encrypted data now to decrypt later when quantum computing matures.
• Response by Supply Chains:
  [14:03]

  “We have to be expending as much, if not more energy to be able to either protect the data and or be able to harvest it in ways that are better for us.” (A, 14:03)

• The implication: Data security and proactive investment in tech are now strategic imperatives.

What Boards Are Still Getting Wrong

• Misunderstandings About AI:
  [16:08] Boards often see AI as a path to full automation (and staff reduction), but miss its complex, long-term implications:

  “There are uses of AI that are much more around productivity and insights that we're probably not taking advantage of.” (A, 16:08)

• Short-term vs. Long-term AI Strategy:
  Many are overly focused on rapid wins from AI, neglecting associated costs (e.g., infrastructure, sustainability) and missing how AI should be woven into broader business strategy.

CSCO Priorities for 2026: Gartner’s Top 3

• [19:30] Scott shares the new Gartner priorities for CSCOs:

  1. Architect the AI-driven supply chain
  2. Engineer profit amid shifting cost mandates
  3. Grow market share through frictionless supply chain performance

• All Three Are Critical:
  [20:34] Mike cautions against focusing on just one:

  “You really can't pick one of these. You really need to focus on all three. …All three of those have people, process, and technology ramifications…” (A, 22:56)

  • AI in Supply Chain isn’t only a technology challenge – it’s about people (upskilling, automation impact), process, and infrastructure.
  • Profit Engineering: Not only cost-cutting, but using technology to drive smarter processes.
  • Frictionless Performance connects supply chain to the entire organization.

The Growing Convergence of Supply Chain & IT

• [18:24]

  “We're seeing CSCOs have more and more responsibility for IT…there is probably going to be a requirement for some IT acumen within our CSCO community that we may or may not have today.” (A, 18:24)

• This convergence is reshaping expectations and necessary skills for future supply chain leaders.

AI Practical Use Cases & The Rise of Agentic AI

• [24:00]

  “What we're seeing is an evolution within AI to what we're calling agentic AI, which really is the evolution of getting to self-governing activities where the tools are making a lot of the decisions for us…One example…is around vendor selection…They've now narrowed it down for me and probably done it much more quickly.” (A, 24:00)

• Augmentation, Not Replacement:
  AI supports (rather than replaces) decision-makers, filtering options so humans can finalize tough calls with better information.

The Future of Supply Chain: Predictions for 2050

• [28:42] AI will be seen as the biggest turning point looking back from 2050:

  “I think the easy answer is going to be AI…We're going to reflect on this time as a transformation of supply chain skill sets that are very different than maybe the skill sets…” (A, 28:42)

• Upskilling & Automation:
  Automation will change roles, but also drive upskilling and new opportunities for the workforce.

Notable Quotes & Memorable Moments

On Pandemic Lessons:

• "The fact that things don't get easier. The fact is we handle hard better." (A, 03:28)

On Disruptions:

• "Disruptions are now...kind of normal, which I know is...counter to the idea of a disruption." (A, 09:15)

On Board Misunderstanding of AI:

• "There's longer term effects that we really should be thinking about now when we're crafting our broader AI strategy." (A, 16:08)

On CSCO Strategic Priorities:

• “All three of those have people, process, and technology ramifications and applications.” (A, 22:56)

On the Future with AI:

• "It's that evolution of using AI from the standpoint of just to look at data sets and...produce an output to this agentic approach, which is when it's actually making decisions." (A, 24:00)

On Human Experience of Buying Cars:

• "I would rather go to the dentist without Novocaine than have to sit and buy a car." (A, 26:46)

Timestamps for Key Segments

• [03:28] — Pandemic reflection & “Handle hard better” coaching philosophy
• [09:15] — "Winning in the turns": on-going investment during disruptions
• [12:47] — Quantum computing risks (“Harvest now, decrypt later”)
• [16:08] — Board misconceptions about AI; strategic vs. short-term thinking
• [18:24] — Convergence of CSCO and IT/CFO responsibilities
• [19:30-22:56] — Gartner’s Top 3 CSCO priorities for 2026 and their implications
• [24:00] — Agentic AI use case: vendor selection and decision augmentation
• [28:42] — 2050 predictions and reflections on the coming impact of AI

Tone and Style

Conversational and insightful, the discussion is approachable but informative. Mike Griswold uses metaphors and analogies (auto racing, basketball) to make points memorable. The hosts frequently joke and relate professional challenges to relatable life experiences.

Final Thoughts & Takeaways

• Successful supply chains in 2026 and beyond must invest strategically — not just in tech, but also in people and processes.
• Boards should expand their thinking beyond AI as automation, focusing on its broader and long-term organizational effects.
• The modern CSCO must be an integrator of business, tech, and people — and comfortable driving transformation in uncertain conditions.
• Upskilling, adaptability, and embracing disruption (“handle hard better”) remain crucial.
• The convergence of supply chain and IT points toward new leadership profiles.
• Real-world AI use cases are shifting from data-processing to “agentic” systems that augment human judgment.

Connect with Mike Griswold:

• Email: mike.griswold@gartner.com
• LinkedIn

Upcoming Events:

• Gartner Supply Chain Symposium, Orlando, May 4–6, 2026
• Planning Summit (US in November), new Procurement Summit (September, San Diego)