In the unpredictable world of supply chain management, risk is a constant companion. From material shortages and labor market shifts to global disruptions like the COVID-19 pandemic, supply chain leaders have faced a whirlwind of challenges in recent years.

To navigate these complexities, the role of frontline leaders has become more crucial than ever.

Jeff Schellinger, a seasoned supply chain expert with extensive experience across manufacturing, consumer products, and steel industries, recently shared his insights on the evolving landscape of risk management and the pivotal role frontline leaders play in building resilient supply chains.

The wake-up call: Why traditional risk management fell short

Before the pandemic, risk management in supply chains was often a checkbox exercise—focused on foreseeable disruptions like port strikes or material shortages.

The arrival of COVID-19 shattered that illusion, exposing vulnerabilities that few had considered. “Nobody was planning for a global pandemic,” Jeff noted.

The crisis forced supply chains to grapple with unprecedented disruptions, from factory shutdowns to workforce safety protocols, revealing the need for a more dynamic approach to risk planning.

Frontline leaders and employees: The unsung heroes of crisis management

One of Jeff’s realizations during this period was the underestimated value of frontline leaders and employees. These are the individuals on the ground—managing teams, operating machinery, and executing daily tasks—who often spot issues long before they escalate. “They’re the ones most impacted by disruptions, and they often have the smartest, most practical solutions,” Jeff emphasized.

Too often, leadership teams overlook this vital resource, opting instead for top-down decision-making. But Jeff advocates for a shift: empowering both frontline leaders and employees through proactive engagement, transparent communication, and inclusive problem-solving.

“When you involve frontline managers in risk planning, you tap into a wealth of practical knowledge that can help mitigate issues before they spiral out of control,” he explained.

Building a culture of resilience through engagement

A key strategy Jeff highlighted is creating a two-way communication loop that puts frontline employees at the center. This approach isn’t just about pushing information down the chain—it’s about elevating the voices of those closest to the work. By actively seeking frontline input, companies can identify risks and opportunities that might otherwise go unnoticed.

“It’s about sensing and reacting—constantly gathering feedback from those on the ground and adjusting strategies accordingly,” Jeff emphasized.

This feedback loop transforms frontline employees from passive participants into proactive problem-solvers. When frontline workers feel heard and valued, they’re more likely to identify near-miss events, raise concerns early, and collaborate on effective solutions. It’s not just about improving operational efficiency; it’s about fostering a culture of ownership and resilience.

Scenario planning and the power of playbooks

Jeff also stressed the importance of scenario planning—a practice that has become essential in the post-pandemic era. By mapping out potential disruption scenarios and developing response playbooks, organizations can react more swiftly and effectively when challenges arise.

Frontline leaders play a critical role here too. Their on-the-ground insights ensure that response strategies are practical and executable.

Empowering frontline leaders for long-term success

Ultimately, the success of any risk mitigation strategy hinges on the strength of its frontline leaders. Jeff’s advice to supply chain executives is clear: don’t just plan for the next big disruption. Executives need to build an organizational culture that’s prepared for anything.

This involves:

• Formalizing engagement processes by creating structured channels for two-way communication between frontline teams and senior leadership.
• Investing in leadership development to equip frontline managers with the skills and tools they need to lead through uncertainty.
• Celebrating wins and learning from losses by always recognizing successful risk mitigation efforts and turning failures into learning opportunities.

As Jeff puts it, “If we can empower our frontline leaders to think beyond their immediate tasks and see the bigger picture, we’ll be far better equipped to weather future storms.”

In today’s volatile landscape, that kind of foresight isn’t just valuable—it’s essential.