I’ve just returned from our board meeting and retreat, and I’m energized by the clarity, candor and commitment that came through in every discussion. While this weekly message typically focuses on current events, I decided to share some internal insights because the sheer pace of change in supply chain demands conversations like these. ASCM is navigating a profound transformation, driven by accelerating technology, shifting geopolitics, new business models, and evolving expectations from our members and the wider supply chain community. We view this as an exciting opportunity, and I would like to tell you more about it.
Throughout its 70-year history, ASCM has continually evolved to meet the needs of the global supply chain community. Over the past decade in particular, the organization has delivered steady progress — 5% compound annual growth rate — while expanding the value we provide to practitioners, leaders and organizations worldwide. That performance is gratifying, but it’s not a finish line. (To learn more about how we maintain our financial strength and use our growth rate for strategic investments, I encourage you to read my recent post on LinkedIn.)
During the meeting, our board also spent considerable time probing the big questions that will shape ASCM’s next chapter:
- Industry trends and technology: How we help professionals master new tools — from AI-driven planning to digitized risk sensing — while maintaining the human judgment and ethics that make supply chains resilient.
- Geopolitical volatility: How we guide organizations to design for uncertainty, diversify responsibly and build shock absorbers across networks and talent pipelines.
- Changing business models: How associations evolve their products, services and revenue mix to meet today’s expectations — speed, personalization, proof of outcomes — without losing the trust that comes from independent standards and communities.
- Member and community needs: How we simplify experiences, recognize different career stages and create learning journeys that are relevant to real work.
Additionally, we examined an ASAE study of changing business models for associations, and the findings underscore why transformation is essential:
- 63% of associations expect non-dues revenue to increase.
- Half of associations report no growth or a decline in membership — a sobering trend.
- Only 11% describe their value proposition as “very compelling.”
These insights confirm what we’ve long believed: Members seek clear outcomes, flexible engagement and communities that feel relevant to their day-to-day reality. Our job is to meet those needs with quality, credibility and convenience. We’ll keep learning from the broader association field while tailoring approaches that fit the unique dynamics of supply chain management.
Why this matters now
Supply chains have become front-page news for good reason: They’re strategic levers for competitiveness and societal well-being. When we elevate skills, standards and collaboration, we help organizations deliver products responsibly, respond to crises effectively and create durable opportunities for people everywhere. That work isn’t abstract; it shows up in better planning, smarter sourcing, safer operations and more resilient careers.
I’m grateful to our board, volunteers, chapter leaders, partners and staff for the thoughtful dialogue and the work ahead. Transformation isn’t a single project; it’s a mindset. If you have ideas or feedback on how ASCM can serve you better, please share them. And I encourage you to get involved in one of ASCM’s many volunteer opportunities. Together, we’ll build the capabilities and the community that the future demands.
