SCM Trend Radar 2025/2026

2025 was a year in which traditional approaches to supply chain planning reached their limits. Global uncertainties and volatile demand situations collided with new technological possibilities – in particular AI-supported planning and modern analytics. It quickly became clear that planning needed to become faster, more integrated, and more impact-oriented. This led to the emergence of new approaches that enable companies to sustainably improve their planning capabilities and achieve measurable competitive advantages – provided they are implemented consistently.

This article summarizes the most important developments, reflects on key lessons learned from practical experience, and provides a clear outlook on what will be important in supply chain planning in 2026.

Looking back at 2025: Integration and speed as new standards

The past year was clearly marked by integration, speed, and operational excellence. The three most important topics were:

• xP&A and breaking down silos
  The days when it was sufficient to create a single forecast for quantity X are over. Today, it is important to evaluate scenarios holistically: What happens financially if scenario A or B occurs? Connecting sales, finance, and SCM makes it possible to simulate impacts directly and respond more quickly. 

• Resilience through responsiveness
  The supply chain must not only be robust, but above all adaptable. The ability to respond to short-term changes—such as customs discussions or sudden fluctuations in demand—is crucial. Simulation capability becomes a key factor here: situations that are looming must be modeled early on in order to remain capable of acting. 

• 
  Many companies continue to struggle with poorly defined inventory processes. Incorrect forecasts lead to high inventory levels or shortages. Often, there are no clear rules on how inventory is calculated and who is responsible for it. Clean inventory management is the basis for a resilient supply chain. 

Aha moments: Less perfection, more impact

In addition to these strategic topics, a number of eye-opening insights emerged from our projects last year. One of the most important was that in volatile times, speed beats precision to the last decimal point. Companies that make decisions quickly are more successful than those that wait for perfect results. Agility in planning is thus increasingly becoming a competitive advantage.

Short, focused assessment workshops have therefore become a key success factor. In an environment that is constantly changing, multi-year transformation programs are becoming increasingly difficult to manage. There is often a risk of "driving blind" for a long time and only reacting when the framework conditions have already changed again. Compact assessments provide an effective counterbalance here: they make it possible to gain clarity about relevant areas of action and priorities within a short period of time and translate these into lean, targeted concepts. Preparing for implementation remains important, but follows the principle of "as much as necessary, as little as possible." This allows visible results to be achieved more quickly – exactly what many organizations currently need.

A clear pattern has also emerged when it comes to AI. Despite all the progress that has been made, the data basis remains the decisive factor. AI-supported planning solutions only deliver benefits if the underlying data is clean, consistent, and well structured. 2025 has made it clear to many companies that modern technology does not replace data or process discipline—it reinforces them.

Outlook for 2026: Seize opportunities now

Looking ahead, it is clear that 2026 will be a year of decisions. AI agents are increasingly moving beyond the concept phase and finding their way into operational planning. At the same time, the democratization of planning solutions continues to advance. This means that there is a noticeable increase in the need for action in supply chain planning – but at the same time, it opens up great opportunities for targeted improvement:

• Agents in planning: from vision to practice
  AI agents are now being put to use. The key question is: how can they be effectively utilized in planning, for example in demand planning? Companies must create the conditions necessary for agents to deliver real added value. 

• AI-based forecasting & democratization of planning solutions
  AI-based forecasts are becoming increasingly accessible. The "democratization" of planning solutions is progressing—companies are awakening from the "slumber" of the S4 transformation and realizing that they must take action.

• APO replacement: Act now, don't wait until 2027
  With SAP APO scheduled to reach end-of-life in 2027, the coming year is the last chance to set the course for the future and implement alternatives. 

Conclusion: Setting the right course

Current developments show that supply chain planning is no longer in a phase of optimization, but rather one of realignment. Integrated approaches, high response speeds, and the pragmatic use of AI are no longer visions of the future, but rather decisive factors for success. Companies that continue to rely on isolated forecasts, rigid processes, or postponement risk falling behind.

However, there are also many new opportunities. AI agents are becoming operationally usable, modern forecasting approaches are more widely available, and the pressure to act due to the replacement of APO is forcing clear decisions. Those who set the right priorities now, realistically assess their own planning, and invest in a targeted manner will create transparency, stability, and real competitive advantages.

Now is the right time to critically examine your own supply chain planning and actively shape it. Just get in touch with us —together we will determine your maturity level and the next steps for realigning your planning processes!