Q&A: Why 2026 is the Year the Supply Chain Takes Control

Jonathan Jackman, Regional VP at Kinaxis

How can AI agents and human insight conquer global disruption? Kinaxis’ Jonathan Jackman shares how to build an adaptive, unified supply chain ecosystem

The volatility of 2025 served as a stark reminder that even the most robust supply chain strategies can be upended by sudden tariff hikes and shifting political landscapes.

In this climate, mere resilience is no longer a sufficient safeguard; true competitiveness is now defined by an organisation’s agility and its capacity to adapt at pace.

Leading firms are moving beyond simple disruption mitigation, instead choosing to fully embed volatility into their end-to-end orchestration of planning, execution and decision-making.

To explore how businesses can navigate this new era of ‘orchestrated uncertainty’, Supply Chain Digital speaks to Jonathan Jackman, Regional VP at Kinaxis.

A seasoned expert in digital transformation and supply chain strategy, Jonathan shares his insights on synchronising corporate planning with market turbulence and explains why the ability to pivot has become the ultimate strategic asset.

In practical terms, what does a truly "adaptive" supply chain look like in this new landscape?

AI is already transforming the way companies detect and interpret risks. We have to go beyond simply using it to automate repetitive tasks, though. To fully prepare for a crisis, companies must be able to anticipate certain events before they happen, so they can be prepared for any scenario.

This is where AI agents can help simulate different scenarios to test several possible decisions in real-time. This way of ‘gaming out’ different situations allows organisations to adjust their operations based on numerous outcomes and prepare for the worst-case-scenario. This also allows teams to focus on strategic insight and decision making, while AI handles much of the repetitive workload.

Most importantly, companies that can maintain the human element while leveraging AI will be able to convert uncertainty into a competitive advantage, and significantly reduce the costs of disruption.

Q: How will shifting geopolitical tensions and industrial policies force a reshaping of global networks?

A: As industrial policies evolve, tariffs are adjusted and geopolitical tensions intensify, companies will need to rethink where they produce, source and assemble their goods, as location will become a key strategic priority.

The most advanced companies will build networks that are globally connected yet remain locally autonomous. This means, resilience will no longer depend on a single operating model, but on the ability of local teams to act quickly, supported by shared global data and orchestration. This approach will also limit the financial impact of shortages and ensures supply during periods of heightened demand.

We often hear about silos in business – how will technology transition from standalone software to a more unified ecosystem?

Moving forward, the supply chain will no longer operate in silos. In 2026, efficiency will come from leveraging technologies that operate as a connected, intelligent ecosystem with a real-time view across the entire supply chain.

AI agents will increasingly act as a connective layer across planning, analysis and execution all in one adaptive system. This integration will speed up operations and improve decision making, reducing operational and financial risk, even in a volatile environment.

Q: If speed is reaching its limit, what will become the new key indicator of success for supply chain leaders?

A: Next year, the goal will no longer be to produce or deliver faster, but to maximise value. As operational speed reaches its natural limits, organisations will realise that true differentiation comes from how effectively they balance performance with long-term stability.

As part of this, organisations will focus on integrating profitability, resilience and sustainability, which until now, have been managed in isolation. Bringing these together will allow leaders to understand value in a more holistic way, rather than optimising one metric at the expense of another.

This shift will also reshape how boards evaluate performance. Instead of prioritising short-term gains, they will begin to focus on how their organisation can become more adaptable in the long-term. This broader perspective will encourage leaders to invest in capabilities that strengthen the business over time. With this, the supply chain will evolve from a perceived cost centre into a strategic asset that can create meaningful value.

With all this focus on AI, does the human worker still have a seat at the table?

Of course, competitive advantage will not solely hinge on having the most advanced technology, but on how effectively people are using it.

Ultimately, AI cannot fully replace human work, and we have to ensure that the human element is not lost when leveraging new technologies.

Instead, to succeed, organisations will need to adopt a hybrid model in which humans and AI can work together, to combine their strength and speed up decision-making.

Q: Finally, how do companies move from a defensive posture to one where they are actively directing their future?

A: 2026 will be the year in which companies finally take control of their supply chains.

Whilst risk can never be completely eliminated, by anticipating disruption, companies stand the best chance of mitigating the inevitable supply chain challenges of the future. The businesses that thrive won’t only be the fastest to react, they’ll be the ones that have planned out and prepared for any crisis.

In a world where volatility is the new norm, organisations that are able to adapt and absorb will be the ones with a lasting competitive edge.

Source: Supply Chain Digital