At Eton Bridge Partners, our Procurement, Supply Chain, and Operations Practice works closely with private equity (PE) firms and their portfolio companies. This provides us with a unique perspective on how supply chain strategies are being transformed – not just operationally, but as a core driver of commercial and competitive advantage.

After five years of near-constant disruption, supply chains are now viewed as a strategic asset rather than just a cost centre. PE firms increasingly recognise that an optimised, resilient supply chain can enhance valuation, improve performance, and mitigate risk.

Ross Dawson, Procurement, Supply Chain & Operations Practice Lead explores the six key trends shaping PE supply chain strategies in 2025 here:

Trend 1: Resilience vs. Optimisation

Cost-saving and efficiency remain crucial, but the need for resilient, future-proof supply chains is taking centre stage. PE-backed firms want leaders who can tackle disruption, deliver efficiencies, and drive commercial gains.

In recent mandates, we have observed strong demand for “fixers” with the expertise to address specific challenges, such as improving OTIF (On-Time In-Full delivery) or reducing penalties for non-compliance. However, it’s clear that tactical fixes aren’t enough.

Case study:
One portfolio company we worked with hired an interim leader to improve OTIF and avoid penalties. However, the real issue lay in misaligned processes between sales, finance, and supply chain. By implementing Integrated Business Planning (IBP) and real-time data sharing, the leader achieved double-digit improvements in OTIF, increased customer satisfaction, and drove sales growth.

What this means for businesses:
While it may be tempting to focus solely on fixing the immediate issue, it’s important not to underestimate the value of bringing in someone who can address the problem while also uncovering its root cause. Too often, a quick fix acts like a plaster over a wound – it may work temporarily, but it’s likely to come undone, leading to greater costs in the long run.

Resilient leaders who can align procurement, operations, and finance to a shared vision are highly valued. These individuals bring sustainable solutions by preventing recurring issues and driving long-term improvements, especially in complex, ambiguous environments.

Trend 2: Nearshoring and localisation

Nearshoring remains a key topic as firms look to reduce risks tied to global dependencies. We are seeing increased demand for leaders who can establish local manufacturing and distribution hubs while managing regional supply chains.

What this means for businesses:
Leaders with regional expertise who have successfully transitioned suppliers or set up local hubs in Europe and North America are in high demand.

Businesses will need to invest in talent capable of identifying and onboarding local suppliers, navigating cross-border trade dynamics, and setting up efficient, responsive manufacturing and distribution hubs closer to key markets. Ultimately, success will hinge on having leadership in place that can drive these changes while balancing cost, quality, and compliance.

Trend 3: Digital transformation gains momentum

The push for digital innovation is in full swing. PE firms are backing businesses that embrace technology like AI, IoT, and blockchain to improve visibility and efficiency. This means organisations are on the hunt for leaders who can drive these digital changes.

Case study:
We recently placed a Digital Supply Chain Lead with a portfolio company where unreliable data caused significant inventory management issues. By implementing advanced analytics tools, the leader restored data accuracy, improved service levels, and unlocked millions in working capital in just three months.

What this means for businesses:
When recruiting leaders to drive digital transformation, look beyond technical fluency. Engage with individuals who can connect technology to commercial value – leaders who can articulate a clear vision, align stakeholders, and turn innovation into actionable results. Prioritise those who’ve successfully led transformation efforts and can demonstrate measurable impact.

Trend 4: Sustainability as a strategic lever

Sustainability remains firmly on the agenda, despite political rhetoric. PE firms are increasingly looking for leaders who can integrate ESG goals into their supply chain strategies, such as reducing carbon footprints, creating circular economies, or adopting renewable energy.

What this means for businesses:
When recruiting leaders to drive sustainability, focus on individuals who can embed ESG goals into broader supply chain strategies. Identify candidates with a proven ability to balance commercial performance with sustainability targets, and ensure they can measure and communicate the impact of their initiatives effectively. These qualities are becoming key differentiators at the board level.

Trend 5: Consolidation and vertical integration

Across fragmented industries, mergers and acquisitions remain a powerful play and procurement and supply chain is often where integration pain is felt most.

PE firms are increasingly using procurement as a lever to accelerate value creation. Centralised buying teams, spend visibility, and group-level supplier management are becoming more common. In the past 2–3 years, this centralised activity has surged, enabling PE firms to support portfolio companies with more data-driven sourcing strategies.

Procurement transformation initiatives ranging from supplier performance management, supplier consolidation and procurement digitalisation, are now being embedded early in the investment lifecycle, delivering quick wins and sustainable EBITDA improvement.

This has been driven not only by the desire to boost value creation, but also by the realisation that many acquired businesses simply don’t have the capability in their existing procurement team for a multitude of reasons.

Case study:
An interim leader we placed, transitioned from an interim Chief Procurement Officer role, where they were setting up greenfield procurement post divestment from a large pharmaceuticals business, into a direct partnership with a PE firm, supporting multiple portfolio companies in developing EBITDA value creation models and procurement operating frameworks.

What this means for businesses:
Organisations undergoing consolidation must prioritise leaders with a strong track record in integration. These leaders should not only manage operational challenges, but also create value through streamlined procurement processes, cost synergies and proper change management. When hiring, look for individuals who excel at aligning diverse teams and driving long-term strategic outcomes.

Trend 6: Navigating geopolitical uncertainty

Uncertainty from trade policies, tariffs, and regulations is complicating long-term planning. Leaders who can navigate these complexities and adapt strategies in real-time are in high demand.

What this means for businesses:
In uncertain environments, it’s vital to recruit leaders who can balance agility with strategic control. These individuals should have experience navigating complex regulatory landscapes and adapting supply chain strategies under pressure. Leaders who’ve built risk dashboards or successfully managed global logistics during times of disruption can offer a significant competitive edge.

Opportunities on the horizon

As we look ahead, several opportunities stand out for organisations looking to strengthen their supply chain leadership:

1. Growth sectors: Industries like pharmaceuticals, healthcare, technology, and renewable energy continue to thrive. Businesses in these sectors need leaders who can navigate supply chain complexities in highly regulated or innovation-driven environments. If your organisation operates in these areas, focus on identifying talent with a proven ability to deliver under demanding conditions.
2. Emerging markets: While reshoring remains a prominent trend, emerging markets in Africa and South America present fresh opportunities. Leaders with experience building local supplier ecosystems or managing operations in these regions can help businesses tap into these growing markets effectively. If your strategy involves expanding into emerging regions, prioritise leaders with a global perspective and regional expertise.
3. Flexible leadership models: Interim and fractional leadership offer agility and cost-effectiveness, especially in highly political environments where impartiality is the determining factor to progress, organisations that are struggling to know what to prioritise, and those addressing critical transformation projects. We’ve seen continued demand for 6–12-month mandates in areas like procurement overhauls, IBP optimisation, and digital rollouts. These models allow organisations to bring in specialised skills quickly, ensuring rapid impact while complementing existing teams.

At Eton Bridge Partners, we have seen that by embracing these opportunities, organisations can build leadership teams that not only address current challenges but also position themselves for long-term success in an increasingly complex supply chain landscape.

Challenges to watch

VUCA markets appear to be here to stay, and the second half of the year will demand sharp, agile leadership. Inflation, ongoing geopolitical tensions, and shifting consumer demand mean leaders need to stay agile and proactive.

Cost baselines are shifting and leaders must know how to protect margin while maintaining supplier relationships built on trust and longevity.

At the same time, businesses that can adapt sourcing and supply strategies in real time, without compromising on service or quality, will have a distinct competitive edge.

Building strong teams and keeping an eye on market trends will be key to overcoming these hurdles.

Shaping the second half of 2025

The first half of the year has highlighted just how important resilient and sustainable supply chains are in the PE world. At Eton Bridge Partners, we’re proud to help organisations find and place exceptional leaders who can navigate these complexities and deliver real impact.

As we head into H2, we remain committed to connecting talented individuals with exciting interim and permanent opportunities, helping our clients and candidates thrive in an ever-changing world.

If you’re building out your team, or ready for your next challenge, please get in touch.