Gartner’s Supply Chain Top 25 identifies, celebrates and profiles global supply chain excellence.
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The Gartner Supply
Chain Top 25
Discover the global supply chains that rank highest for supply chain excellence
Superior supply chains don’t just push products; they deliver on the business’s purpose. The Gartner Supply Chain Top 25 is a renowned annual ranking of the world’s superior supply chains.
The 2026 eBook shares the list of the top global supply chains operating today based on business performance metrics and community opinion. Download the eBook for:
An up-close look at leading supply chains
Macro trends differentiating the leaders
Key initiatives to benchmark your supply chain transformation
3 success drivers among the Gartner Supply Chain Top 25 for 2026
Every year we research hundreds of supply chains to understand key priorities and investments. Three supply chain macro trends are accelerating capabilities at the best supply chain companies.
Autonomous Workforce
Network Centricity
Supply Orchestration
Reimagining supply chain work and roles for a human-machine future
As supply chains transform for the autonomous business era, chief supply chain officers are rethinking work and roles for a human-machine future; where people actively manage technology (i.e., work on it) and are augmented by it (or work with it).
An AI-native supply chain balances innovation, risk, and ROI. Previously hard-to-access data becomes available in real time. Decisions are made faster than ever thanks to tight coordination across internal and external partners. And – since AI agents are operating supply chain workflows – supply chain professionals are focused on strategic activities (like model training, audit, relationship management, and decision making.)
Building an AI-native supply chain requires CSCOs to move beyond outdated structures and reimagine decision-making, workflows, and technology. Instead of handing AI tools to employees at different levels and training them on how to use them, leverage the workforce as the actual architects of the new systems, and align learning and development pathways directly to the new workflows and roles. In fact, 22% of supply chain-centric organizations have already created new roles to orchestrate autonomous business operations or workflows.
Navigating geopolitical uncertainty with confident network design decisions
While chief supply chain officers transform for an autonomous future, they must navigate urgent supply chain challenges today.
Supply chain network design in turbulent times means absorbing disruption, diversifying risk, and pivoting infrastructure. In today's go-it-alone world, structural integration is no longer fit for purpose.
This moment demands supply chain network strategy transformation. Rather than building a single structure, build adaptable, resilient physical supply chain networks, which serve long-term business objectives such as growth. The ability to flex within the network as needed and continuously re-evaluate your footprint as conditions change is a vital competitive advantage.
Autonomous operations and advanced robotics are key enablers of network-centric strategies, overcoming the operational cost hurdles that have historically limited site locations in high-cost countries and regions. To sustain newly regionalized networks without inflating their structural costs, deploy physical automation to offset regional labor scarcity and high wage rates. Ultimately, by embedding robotics directly into physical network design, CSCOs can successfully execute agile, localized operations while protecting enterprise profitability.
Responding to supply constraints with deeper ecosystem collaboration
Chief supply chain officers struggle with supply chain management in a resource-constrained world; it’s harder than ever to secure scarce supply amid global tariff dynamics, energy disruption and the impacts of climate change.
Leading CSCOs are responding to supply constraints with end-to-end supply orchestration – a deep collaboration across the value chain to optimize resources.
Collaborative planning with trading partners helps to dampen demand volatility and right-size capacity. Integrating data from key customers and suppliers creates an end-to-end view of demand.
Upstream, CSCOs are utilizing multitier visibility to proactively secure critical inputs before shortages occur. Mapping suppliers enables the supply chain to sense disruptions and detect hidden sub-tier risks earlier. This in turn allows teams to trigger rapid mitigation actions, rather than reacting to constraints after the fact.
Leading CSCOs are also embedding sustainability and circular supply chain strategies directly into product design and material flows. By looking to waste as input, supply chains can capture more value from increasingly uncertain supply.
Extending visibility and planning capabilities beyond enterprise boundaries enables the CSCO to capture more value from increasingly uncertain supply.
See more supply chain rankings by industry
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24 – 26 May 2027
Gartner Supply Chain Symposium/Xpo™
Barcelona, Spain
Related resources: Gartner Supply Chain Top 25
The renowned ranking of the world’s superior supply chains is now in its 22nd year.
FAQ on the Gartner Supply Chain Top 25
What is the Gartner Supply Chain Top 25?
The Gartner Supply Chain Top 25 is a renowned annual ranking of the world’s superior supply chains. Now in its 22nd year, the Gartner Supply Chain Top 25 identifies, celebrates and profiles excellence in supply chain management. Supply chain teams use the Gartner Supply Chain Top 25 to benchmark performance, transform operations and lead in the future.
How are companies ranked in the Gartner Supply Chain Top 25?
A Top 25 supply chain ranking is based on an equal weighting of business metrics and community opinion.
Business metrics comprise financial and environmental, social and governance (ESG) metrics. Financial metrics are based on a combination of three-year weighted return on physical assets (ROPA), ROPA change and revenue growth, plus inventory turns across the year. ESG data is derived from trusted third-party sources in the areas of commitment, transparency and performance across each area of ESG.
Community opinion is based on the feedback of peer voters from the community and Gartner experts. Peer voters cast votes for their personal choice of the Top 25 supply chains. They base their decisions on perceived end-to-end supply chain maturity and leadership, specifically the supply chains that are run as strategic assets to deliver business and societal outcomes by partnering beyond their own organizations and that are thriving through uncertainty.
Learn more on gartner.com about the Gartner Supply Chain Top 25 methodology and how to participate in the community peer vote.
What benefits come from being in the supply chain rankings?
Ranking in the Gartner Supply Chain Top 25 is a point of pride and validation for the efforts of the supply chain team, as well as the company at large. The prestige that the Gartner Supply Chain Top 25 carries helps elevate the role of supply chain in the business and promote its innovation and leadership capability. A Top 25 supply chain ranking serves as a lever to attract, engage and retain critical supply chain talent, and may even be used as a performance management incentive.
How can my supply chain improve its chances of being ranked?
Consistent with the purposes of the Gartner Supply Chain Top 25 study, we believe that the sharing of best practices should be done through a transparent methodology that reflects a diversity of opinions. At a high level, the methodology combines financial performance and opinion data; the financials provide an objective basis on which to place community peer and Gartner analyst/expert votes.
The two parts of the research process in which supply chain companies can proactively participate are as follows:
Companies can submit a Supply Chain Research Information Packet (SCRIP). The SCRIP is completed online and allows companies to provide more specific insights into their supply chain strategies, organizational span and influence; key initiatives; and impacts supply chain has had on the success of the business.
Companies can also conduct a one-hour virtual company briefing. A virtual company briefing serves as an opportunity for an interactive session with the Gartner analysts/experts who are voting to discuss their supply chain initiatives in more detail.
The methodology for the Gartner Supply Chain Top 25 is continuously evolving, growing in line with the supply chain profession. Following community input and expert review, the changes in the 2026 methodology are financial performance and industry inclusion.
The financial methodology now better reflects supply chain impact and reduces industry differences, assessing three equally weighted (10%) outcomes:
- Fixed asset utilization: ROPA removed; change in ROPA weighted at 10%.
- Working capital utilization: Inventory turns replaced by inventory as a percentage of revenue, weighted at 10%.
- Profitable growth: Revenue growth and change in gross margin percentage, each weighted at 5%.
Oil and gas companies were previously excluded due to ranking volatility from commodity-price swings. With revenue growth at 5% and a three-year weighting now applied, “Integrated oil and gas companies” comparable to existing Top 25 industries will be included.
The electronic manufacturing services industry was formerly excluded as a service industry. From 2026, companies will be evaluated using the same criteria as other asset-heavy service companies with over $1 billion in inventory.
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