Despite 80% of companies believing their supply chains are 'very resilient,' only 5% actually have a comprehensive strategy in place, a sharp decline from 2024, according to Oliver Wyman. This critical gap between perception and reality poses a significant challenge for building a resilient supply chain for both startups and enterprises as they approach 2026. The widespread overconfidence, coupled with declining preparedness, creates an unacknowledged risk for businesses globally.
Most companies perceive their supply chains as highly resilient. Yet, the vast majority lack comprehensive strategies and are actively reducing investment, leaving them acutely vulnerable. This disparity between perception and reality means many enterprises are trading perceived security for actual risk.
Many enterprises are trading perceived security for actual risk, and are likely unprepared for the next major supply chain disruption. This operational gamble will inevitably backfire, according to Oliver Wyman's data, exposing businesses to unforeseen volatility.
The Growing Disconnect in Supply Chain Resilience
Only 5% of survey participants reported a comprehensive resilience strategy, a sharp decline from 2024, according to Oliver Wyman. This contrasts sharply with the 80% of respondents who rate their supply chains as 'very resilient.' Furthermore, only 4% of companies plan to increase their resilience budgets, with over a third expecting reductions, Oliver Wyman reports. This pattern reveals a dangerous disconnect: companies are becoming less prepared for disruptions while simultaneously feeling more secure, a recipe for future instability.
What True Supply Chain Resilience Looks Like
True supply chain resilience involves the ability to anticipate, adapt to, and recover from disruptions. This requires end-to-end visibility, real-time insights, and advanced digital tools for effective demand forecasting and decision-making. Companies with resilient supply chains are more likely to have goods available, control costs, and sustain commitments to initiatives like sustainability, even during disruptions, according to C.H. Robinson.
However, 65% of survey participants described themselves as 'vulnerable to very vulnerable' to future risks, according to Oliver Wyman. This acknowledgment of vulnerability, despite high confidence, reveals that true resilience is a strategic imperative that ensures stability and sustainability, not merely a perceived state. The gap between aspiration and reality leaves many businesses exposed.
