A Conceptual Supply Chain Leadership Model for Aligning Logistics Decisions with Enterprise Strategy

In an increasingly competitive and technology-driven global environment, the alignment between supply chain leadership and enterprise strategy has become a critical determinant of organizational success. This paper proposes a conceptual Supply Chain Leadership Model (SCLM) designed to integrate logistics decision-making with broader enterprise strategic objectives. The model addresses the persistent disconnect between operational logistics functions and strategic business planning, offering a unified framework for achieving coherence, agility, and sustainability across supply chain networks. Drawing from systems theory, strategic management, and supply chain integration literature, the proposed model conceptualizes leadership as the central mechanism for translating strategic intent into operational excellence. The framework comprises four interdependent pillars: strategic alignment, data-driven decision support, cross-functional collaboration, and adaptive leadership capability. Strategic alignment ensures that logistics decisions such as sourcing, inventory, transportation, and distribution reflect corporate goals related to cost optimization, customer satisfaction, and environmental responsibility. Data-driven decision support leverages analytics, predictive modeling, and digital dashboards to enhance visibility and responsiveness throughout the supply chain. Cross-functional collaboration emphasizes breaking down silos between logistics, finance, marketing, and production units to foster integrated planning and execution. The adaptive leadership pillar focuses on cultivating leaders who can navigate uncertainty, champion digital transformation, and sustain competitive advantage through innovation and resilience. The model’s dynamic feedback mechanism allows continuous synchronization between logistics operations and enterprise strategy through performance metrics and strategic dashboards. It encourages proactive scenario analysis, enabling organizations to anticipate disruptions and adjust strategic priorities in real time. This integrated approach ensures that leadership decisions in logistics contribute directly to the enterprise’s long-term vision and market positioning. This conceptual model contributes to both theory and practice by redefining supply chain leadership as a strategic enabler rather than a functional support system. It provides a structured foundation for future empirical research and offers practical guidance for executives seeking to strengthen strategic coherence, improve operational agility, and drive enterprise-wide value creation through logistics excellence.