Within the dynamic and shifting world of modern commerce, where the business landscape undergoes constant transformation, global disruptions such as geopolitical tensions, supply shortages, and extreme weather events regularly upend even the most meticulously designed supply chains. Traditional methods of managing operations are no longer sufficient. 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. In supply chain operations, where systems are often siloed and constrained by legacy thinking, this fresh lens helps uncover unmet needs, inefficiencies, and breakthrough opportunities. For example, companies have used Design Thinking to:

• Redesign distribution networks that better align with evolving customer expectations and omnichannel strategies.
• Streamline supply and demand planning processes by mapping pain points across functional silos – like finance, operations, and sales – and co-creating improved workflows.
• Improve supplier collaboration by prototyping better onboarding tools or visibility dashboards that meet real-time information needs.

While technologies like digital twins, artificial intelligence (AI) and machine learning (ML) offer promising tools to enhance demand forecasting, optimize logistics, and identify bottlenecks, many organizations struggle to implement these solutions where they will have the most impact. Design Thinking provides the critical framework to ensure that AI and ML investments align with real business challenges, enabling smarter, more effective adoption rather than technology for technology’s sake.

For those new to Design Thinking, it helps to have a practical guide. Think of the methodology as a playbook, one that can be applied to everything from transportation issues and inventory visibility to digital transformation and sustainability goals.

Here’s a simple version of the playbook

1. 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.
2. Define – Narrow down the real problem by mapping current workflows, frustrations, and inefficiencies.
3. Ideate – Brainstorm ideas across departments. Don’t jump to tech solutions too early look for low-cost, scalable fixes too.
4. Prototype – Build a quick version of the solution a process map, a dashboard mockup, a communication flow and test it in a small area.
5. 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 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 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.

The Future of Supply Chain Starts Here

Volatility does not seem to be going away anytime soon. The supply chains that thrive in the next decade will be the ones that prioritize adaptability, user experience, and systems-level thinking.

Design Thinking gives you the tools to:

• Identify and solve the right problems
• Align cross-functional teams
• Improve service, 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 interested in your perspective. Are you currently applying design thinking in your supply chain operations? If not, what methodologies or frameworks are you using to build more resilient, cost-efficient, and tech-enabled supply chains?

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