Moneyball approach can lift supply chains

In the early 2000s, the Oakland A's used the “Moneyball” strategy data-driven decision-making to compete with top-tier baseball teams. Today, supply chain management must take a similar approach. According to EY’s Al Mendoza, 89% of C-suite executives still classify the supply chain as a cost center, ignoring its potential as a strategic growth driver.

At the Gartner Supply Chain Symposium/Xpo, Mendoza explained that modern digital supply chain systems generate vast data, but companies struggle to convert it into actionable insights. Traditional metrics like OTIF overlook critical goals such as customer satisfaction, time to market, and innovation. Mendoza urges chief supply chain officers (CSCOs) to champion a broader strategic role by aligning supply chain operations with business goals and clearly showing ROI from technology investments.

Much like the Oakland A’s rebuilt performance through analytics, supply chain leaders must “recreate the aggregate” leveraging integrated functions like demand planning, procurement, and supply chain financing to drive value. With the rise of reshoring, supply chain development programs, and regional trade, transforming measurement and mindset is essential. Without this evolution, supply chain management risks returning to its outdated role focused solely on cost, not growth.