Today’s business environment keeps supply chain professionals on their toes, with disruptions ranging from sudden shifts in e-commerce and omnichannel fulfillment to supplier bankruptcies, labor strikes, cyberattacks, unpredictable consumer demand, and geopolitical tensions, testing even the most resilient operations. Traditional methods of managing supply chain operations are no longer enough to keep up with today’s opportunities and challenges. Organizations must adopt new ways of thinking that go beyond linear, efficiency driven approaches.

Why Supply Chains Require a Human-Centered Approach

At its core, Design Thinking helps organizations reframe complex problems from the perspective of end users whether that’s a logistics planner, a warehouse worker, or a customer waiting for their delivery three hours from now. In supply chain operations, where systems are often siloed and constrained by legacy waterfall thinking, this fresh lens helps uncover unmet internal and external customer needs, inefficiencies, and breakthrough opportunities. For example, in my last article I mentioned that companies are using Design Thinking to:

• Redesign distribution networks to better meet customer expectations and omnichannel strategies, for example adding regional fulfillment centers so online orders can be delivered faster. McKinsey talks about how a global consumer goods company reimagine their distribution network to meet evolving customer expectations and omnichannel strategies. They integrated traditional fulfillment options, such as central and decentralized warehouse shipping, with innovative methods like shipping from dark stores, retail locations, or temporary nodes. This approach ensured faster delivery times and enhanced customer satisfaction. (McKinsey & Company, 2022).
• Streamline supply and demand planning by mapping pain points across finance, operations, and sales. For example, co-create a shared forecast tool or dashboard that lets teams align on one version of the numbers instead of working in silos. A notable example is FourKites, who worked with their customers to apply Design Thinking to enhance collaboration across these functions, improving alignment on forecasts and operational plans (FourKites, 2023)
• Strengthen supplier collaboration by testing simple onboarding tools and real-time dashboards, for example using automated data integration to connect a supplier’s system with your ERP so invoices, shipments, and orders flow seamlessly shipments, and orders flow seamlessly.

While technologies such as digital simulation models, digital twins, agentic intelligence, artificial intelligence (AI), machine learning (ML) and data mesh offer powerful ways to improve demand forecasting, optimize logistics, and pinpoint bottlenecks, many organizations still struggle to apply these solutions where they can make the biggest impact. This is where Design Thinking comes in. It provides a structured framework to ensure that your digital investments align with real business needs helping teams adopt technology more effectively and avoid implementing tools without clear value.

Design Thinking is a hands-on methodology for creative problem solving that emphasizes empathy, rapid iteration, and multidisciplinary collaboration. Originally emerging from product and industrial design, it has evolved into a universal framework for addressing complex, “wicked” problems that defy simple solutions. Its widespread adoption accelerated when Stanford’s d.school formalized the a five-step Design Thinking process Empathize, Define, Ideate, Prototype, Test a model now applied across business, education, healthcare, government, and increasingly, supply chain management.

Here’s a simple version of the playbook

By putting people at the center, Design Thinking becomes a powerful playbook for tackling today’s business challenges from transportation bottlenecks and inventory visibility to digital transformation and sustainability initiatives.

• Empathize: Gather insights from the people who are most affected by the problem. This means not just senior leaders, but also planners, customers, suppliers, drivers, or warehouse workers.
• Define: Narrow down the real problem by mapping current workflows, frustrations, and inefficiencies.
• Ideate: Brainstorm ideas across departments. Don’t jump to tech solutions too early look for low-cost, scalable fixes too.
• Prototype: Build a quick version of the solution a process map, a dashboard mockup, a communication flow and test it in a small area.
• Test: Get feedback, refine the solution, and re-test until it’s ready to scale.

Two examples in action

• Kimberly-Clark used this approach to redesign yard management at one of its largest sites. By mapping driver experiences and stakeholder needs, the team simplified scheduling, reduced dwell times, and avoided detention fees without a massive tech overhaul.
• General Mills applied Design Thinking to improve how cross-functional teams responded to supply and demand shifts. The result? Faster decision-making, better alignment, and fewer missed opportunities, especially during promotional periods and seasonal spikes.

In both cases, the breakthrough wasn’t just new software it was a new way of thinking and working. The playbook helped make invisible friction points visible and solvable.

It’s About People, Not Just Processes

Design Thinking reframes supply chain transformation around people, not just technology and performance metrics. Instead of asking “How do we automate this?” it starts with “What’s the real problem and for whom?”

For example, if customer fill rates are dropping, a traditional fix might be to buy new software or increase safety stock. A Design Thinking approach digs deeper and might uncover that the issue stems from outdated data sharing between sales and production planning or inconsistent communication with a 3PL. The solution, then, becomes more targeted, cost-effective, and sustainable. This approach also encourages stakeholder buy-in by involving them early and often. That means fewer surprises, faster implementation, and better adoption of new tools or processes.

Your Supply Chain Redesign Starts Here

Supply chain disruptions will remain a reality for the foreseeable future, but the organizations that prioritize adaptability, customer experience, and Design Thinking will be the ones that thrive in the decade ahead. The smartest companies will prepare for the next disruption by approaching challenges more creatively. After all, what do you have to lose?

Design Thinking gives you the tools to:
• Identify and solve the right problems
• Align cross-functional teams
• Improve service, agility, speed, and sustainability
• Increase ROI on digital and operational investments

It’s not just a buzzword it’s a shift in mindset and method. If you’re ready to stop reacting and start redesigning your supply chain, Design Thinking may be your most powerful next step.

I’m curious, what’s a new revenue opportunity or recurring challenge in your supply chain? What creative approaches have you explored so far?

Feel free to share what’s working and what’s not.