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New EY research highlights growing C-suite complacency on supply chain issues as crises wane and priorities shift

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88% of supply chain leaders reported their C-suite considers the supply chain a cost center, underscoring the shift in attitudes back to pre-pandemic views

NEW YORK, Sept. 17, 2024 /PRNewswire/ — As the pandemic moves further into the rearview mirror, supply chain executives may be losing the strategic gains they made with their C-suite counterparts, according to new research from Ernst & Young LLP (EY US). While 88% of supply chain executives report that their organization’s supply chain plays a vital role in enhancing the customer experience by promptly addressing and meeting customer needs, their colleagues across the C-suite overwhelmingly (88%) view the supply chain function as a cost center, highlighting one of multiple gaps in perception uncovered by the study.

The EY 2024 Supply Chain Survey: Bridging the C-suite disconnect, which surveyed 347 US supply chain leaders from various industries whose companies have at least $500m in annual revenue, underscores the urgent need for a shift in how organizations view and invest in their supply chains to compete and thrive in an era of growing complexity and volatility. Despite a heightened awareness of the importance of supply chains, 78% of supply chain leaders say their organization is back to focusing on supply chain cost management post-pandemic, with 28% citing cost reduction as one of the top three priorities currently, a shift from pandemic-era strategies.

“The series of supply chain shocks that started with the pandemic elevated the role of supply chain leaders in the C-suite, but executive teams are increasingly reverting to outdated views of the supply chain as a cost center rather than a growth engine,” said Ashutosh Dekhne, EY Americas Supply Chain & Operations Practice Leader. “Our research uncovered concerning perception gaps between supply chain and C-suite executives around the value of supply chain, the digital maturity of supply chains and the value of cross-collaboration.”

Supply chain risks losing influence in the C-suite

While C-suite leaders are eager to integrate technology across the organization, they appear to underestimate the supply chain’s role in this transformation. According to the findings, both sets of leaders identified modernization efforts as one of the top priorities for the future of supply chain, but while supply chain executives are more likely to anticipate their organization’s supply chain will be mostly autonomous by 2030 (39% vs. 25% C-suite), C-suite leaders are more likely to say it will take an additional 10 years (i.e., by 2040) (27% vs. 12% supply chain executives). In fact, about a quarter (26%) of the C-suite believe their organization’s digital connectivity with suppliers is limited to email and sharing spreadsheets, which is significantly more than supply chain executives (16%) and highlights an underestimation of supply chain’s progress in digital maturity.

Additionally, there is a notable gap in perception around the need for the supply chain to collaborate across functions and with external partners and customers, as well as the benefits greater collaboration brings to the organization. About two-in-five (39%) supply chain executives admit that one of the top challenges their organization currently faces as it relates to supply chain metrics is proving the value of cross-functional collaboration, missing out on a crucial avenue to help the C-suite better understand their impact.

Elevating supply chain as a strategic growth driver

Supply chain leaders can work to reposition and elevate their role within the organization by demonstrating how the benefits of technology-enabled supply chain capabilities go beyond mere cost reduction to enable growth, enhance competitiveness and support key business objectives.

“Differentiated supply chains are pivotal assets that drive revenue growth and organizational agility,” said Dekhne. “Supply chain executives must overcome the disconnects with their C-suite to reassert their place at the table and guide the trajectory for future innovation and expansion.”

Dekhne and the EY Supply Chain and Operations team recommend that industry executives do the following to reshape C-suite perceptions:

Align supply chain metrics with business objectives. Nearly all (97%) supply chain leaders report facing challenges with supply chain metrics, and only 44% currently track customer satisfaction as a key performance indicator. Supply chain strategies should integrate metrics that reflect not just cost efficiency but also contributions to customer service, responsiveness and innovation.Extend the impact of supply chain to include customer experience. Supply chain leaders are overlooking customer experience, with 84% admitting to spending more time focused on internal operations than customer needs and 76% prioritizing creating new and innovative products over creating the best customer experience. To rectify this, supply chain leaders should integrate customer experience metrics into their reporting and communicate customer successes to their C-suite colleagues, highlighting how improvements drive growth and revenue.Enable supply chain to lead organizational convergence. To enhance supply chain resiliency, 80% of supply chain leaders are improving internal cross-functional collaboration and 79% are improving cross-functional collaboration with external vendors. Continue to encourage and showcase the collaboration between supply chain functions and other departments and external partners to enhance transparency and align operations with business goals.Cultivate a future-ready supply chain workforce. Addressing labor and skills shortages is one of the top three priorities currently for supply chain leaders, and closing the perceived digital maturity gap among C-suite executives will require supply chain professionals to be well-versed in the latest technologies and their applications within the supply chain.Go beyond resilience to achieve agility. While 87% of supply chain leaders say their organization has made significant investments to improve supply chain resiliency, one-in-five (19%) admit that today they are unprepared to face supply chain disruptions due to supply shortages. To improve, organizations should enhance supply chain visibility with robust data and analytics; use AI to foresee disruptions; keep business continuity plans current; and diversify supply sources, suppliers, manufacturing and logistics partners.

Methodology
EY US commissioned a third party to conduct the EY 2024 Supply Chain Survey: Bridging the C-suite disconnect. The online survey was conducted among n=347 US supply chain leaders who work full-time for an organization with a minimum USD500m annual revenue in one of the following sectors: telecommunications and media, life sciences, consumer goods, agriculture, construction, advanced manufacturing and mobility, energy, and health-related enterprises.

The survey was fielded in the spring of 2024. The margin of error for the total sample is +/- 5 percentage points at the 95% confidence interval.

Throughout the findings, total respondents were referred to as “supply chain leaders”; CEOs, CFOs and COOs were referred to as “C-suite,” while chief supply chain officers, executive vice presidents, senior vice presidents or vice presidents of supply chain functions were referred to as “supply chain executives.”

About EY
EY exists to build a better working world, helping create long-term value for clients, people and society and build trust in the capital markets.

Enabled by data and technology, diverse EY teams in over 150 countries provide trust through assurance and help clients grow, transform and operate.

Working across assurance, consulting, law, strategy, tax and transactions, EY teams ask better questions to find new answers for the complex issues facing our world today.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. Information about how EY collects and uses personal data and a description of the rights individuals have under data protection legislation are available via ey.com/privacy. EY member firms do not practice law where prohibited by local laws. For more information about our organization, please visit ey.com.

Ernst & Young LLP is a client-serving member firm of Ernst & Young Global Limited operating in the US.

CONTACT: Lizzie McWilliams, lizzie.mcwilliams@ey.com 

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Ashling’s Morgan Conque Named SMB Leader of the Year Finalist at the 2026 U.S. Forces in Business Awards

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The world’s largest celebration of veteran talent lands in Dallas, Texas, on December 10 to spotlight outstanding former service members driving American business forward.

CHICAGO, Nov. 6, 2026 /PRNewswire/ — Morgan Conque, Vice President of Go-to-Market at Ashling, a leading global provider of AI and Automation consulting and development services, has been named a finalist for SMB Leader of the Year at the 2026 U.S. Forces in Business Awards. Now in its ninth year, the program is the world’s largest celebration of military veterans in the civilian workforce, with this year’s shortlist selected from hundreds of nominations.

A U.S. Army officer commissioned through ROTC, Morgan served with NATO forces in Germany, ran personnel operations in South Korea, and advised an Afghan army hospital, where she helped cut the medical evacuation cycle from 17 hours to 3. She concluded her service as the Medical Operations and Logistics Officer for the First Cavalry Division, supporting more than 18,000 soldiers.

Morgan’s military experience translated into business leadership from the start. Following her service, she led branch operations for a large specialty infusion pharmacy team, then moved into intelligent automation and rapidly expanded her scope from bid manager to leading sales platforms, enablement, content, and strategy. Her education supports that trajectory, including a Bachelor of Science in Biology from Seattle University, a Master of Science in Biosecurity and Disaster Preparedness from Saint Louis University, and an Executive MBA from Baylor University’s Hankamer School of Business.

Today, Morgan leads go-to-market strategy at Ashling, aligning sales, marketing, and partnership teams to drive the fast-paced growth and navigate the ever evolving market landscape. “I look back on my transition into AI and automation as serendipitous,” Conque said. “The discipline I built in the Army, leading teams, making decisions with incomplete information, and staying accountable to the mission, carried directly into this field and suited me well. I remain fascinated by the conversations I’m part of and excited about where the industry is headed.”

More than 200,000 service members leave active duty in the United States each year, yet research by ZipRecruiter and the Call of Duty Endowment found that almost one-third of veterans are underemployed, a rate 15.6% higher than among their non-veteran peers. Morgan’s career is a testament to what that talent can achieve. Established in 2018, the Forces in Business Awards celebrate veteran role models like her, reflecting the breadth of industries and professional disciplines where former service members are making their mark.

Rear Admiral (Ret.) Milton “Jamie” Sands III, President and CEO of Special Operations Warrior Foundation, official charity partner of the U.S. Forces in Business Awards, said: “Congratulations to this year’s finalists, whose achievements demonstrate the value military experience brings to business. Service develops leaders who take responsibility, build strong teams, and deliver under pressure. These finalists are putting those qualities to work in new ways, strengthening their organizations and communities while helping others see what is possible after military service.”

Marshall Sied, Co-Founder and Co-CEO of Ashling, said: “Morgan’s experience as a military veteran has clearly laid a strong foundation for the evolution of her career.  At Ashling, she balances our fast-paced industry and constantly evolving capabilities with enthusiasm and clarity.  Morgan has the unique ability of being a creative thinker, inspiring team leader, and strong operational executor all at once. We are honored to have Morgan help lead the charge on many of our most mission-critical initiatives. She is a very deserving finalist.”

Winners will be announced on December 10, 2026, at a black-tie gala in the Lincoln Ballroom at the Hilton Dallas Lincoln Centre, hosted by longtime CBS News anchor and Gold Star son Doug Dunbar.

About Ashling

Ashling is a global AI and automation consulting and development firm specializing in digital process transformation. They align on what value means for enterprises, design, build and manage solutions that work from pilot to production, and architect an operating model designed for rapid deployment and compounding success.

Ashling’s delivery accelerators get clients to production 5x faster and prove ROI sooner, backed by a delivery team of forward-deployed AI pods and award-winning innovation. Ashling is the firm enterprise clients trust, with over 400 clients across industries, an 86 NPS, and an unwavering commitment to the business outcomes they deliver.

About the Forces in Business Awards

The Forces in Business Awards is the world’s largest business celebration of the military community. Taking place in the United States and United Kingdom, the Awards program is the leading platform for uncovering and showcasing the achievements and talents of veterans, presenting them as visible role models for transitioning service members and recognizing aspirational employers for current and former servicemen and women. The prestigious events promote the value that veterans add to the economy after service.

Media Contact

Madison Ramsay, Senior Marketing Manager, Ashling madison.ramsay@ashlingpartners.com

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Diamond Foundry Announces First-Ever D200mm Single-Crystal Diamond

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Breakthrough culminates 25 years of scientific pursuit and establishes a new scale for single-crystal diamond

SAN FRANCISCO, Nov. 6, 2026 /PRNewswire/ — Diamond Foundry Inc. today announced a major milestone in the history of materials technology: the creation of the first-ever D200mm single-crystal diamond, measuring 200 millimeters in diameter.

Diamond Foundry creates the world’s first 200mm single-crystal diamond, bringing diamond to semiconductor wafer scale.

The achievement marks a fundamental step forward in humanity’s ability to manufacture diamond as a technology material at semiconductor-relevant scale.

The announcement accompanies a keynote by Diamond Foundry CEO Martin Roscheisen, delivered by video at CarbonSemi 2026 in Ningbo, China. Watch the keynote: https://youtu.be/ae0XQBDlLMQ.

Diamond has long been recognized as an extraordinary material for technology. It combines the highest thermal conductivity with exceptional mechanical strength, electrical insulation, optical properties, and the potential for extreme electronic performance. Yet its use in advanced technology has been constrained by one basic limitation: size.

Diamond Foundry’s D200mm breakthrough changes that.

Producing single-crystal diamond at D200mm scale required overcoming fundamental challenges in crystal growth, plasma physics, reactor engineering, materials science, process control, and manufacturing. The result is not an assembly of individual diamond pieces and not a polycrystalline diamond wafer. It is a single-crystal diamond at D200mm scale.

“This is one of those milestones that once seemed almost impossible,” said Martin Roscheisen, CEO of Diamond Foundry Inc. “Hundreds of DF engineers, scientists, and technicians contributed to us getting here. It is the accumulated result of countless experiments, failures, inventions, rebuilt machines, and insights over more than a decade.”

Roscheisen particularly recognized Stefan Gsell and Martin Fischer, whose work on scaling single-crystal diamond began 25 years ago.

“Stefan and Martin pursued this goal for 25 years,” Roscheisen said. “There are very few examples in technology of someone sticking to a really hard scientific challenge with that level of perseverance. They kept going when the prevailing view was that single-crystal diamond simply could not be made at this scale. Today, the perseverance shows as the first-ever D200mm single-crystal diamond. And best of all, it makes D300mm predictable as well.”

From Gemstone Dimensions to Semiconductor Dimensions

The semiconductor industry is built around the ability to manufacture extraordinary materials at wafer scale. Silicon’s progression toward larger wafers transformed electronics by allowing increasingly sophisticated devices to be manufactured economically and repeatably.

Diamond has never had an equivalent scaling path.

Natural diamond is constrained by geology. Conventional lab-grown diamond has historically been constrained to relatively small crystal dimensions. Even as the extraordinary properties of diamond became increasingly relevant to high-power electronics, AI computing, optics, quantum systems, and other advanced technologies, crystal size remained a fundamental bottleneck.

The D200mm single-crystal diamond milestone demonstrates a path beyond that limitation.

For Diamond Foundry, the achievement is part of a broader effort to turn single-crystal diamond from a scarce material measured in gemstones into a tech-industrial semiconductor substrate manufactured at scale.

The implications are particularly significant as computing systems encounter increasingly severe thermal constraints. Modern AI processors concentrate enormous amounts of power into microscopic regions of silicon. Diamond’s exceptional thermal conductivity can spread that heat at the material level, creating new possibilities for chip architectures, power densities, reliability, and cooling.

Twenty-Five Years of Perseverance

The D200mm achievement has roots extending well beyond Diamond Foundry itself.

For 25 years, Gsell and Fischer pursued the underlying scientific and engineering challenge of growing high-quality single-crystal diamond of scalable size. Their work ultimately became part of a much larger effort involving hundreds of people across Diamond Foundry.

The milestone reflects advances spanning plasma generation, growth chemistry, reactor architecture, crystal engineering, thermal management, metrology, automation, and manufacturing.

“Technology history is often written around the moment something finally works,” Roscheisen said. “But that moment rests on the people who were willing to spend years — sometimes decades — making it work. This diamond exists because hundreds of people contributed, and because a few people refused to give up on the idea for 25 years.”

A New Scale for Diamond

Diamond Foundry views D200mm not as an endpoint, but as the beginning of a new manufacturing era for diamond.

The company is developing single-crystal diamond for semiconductor and advanced-technology applications where diamond’s combination of thermal, mechanical, electrical, and optical properties can enable performance beyond the limits of conventional materials.

The first D200mm crystal is shown as grown and unpolished — directly from the growth process.

For a material that nature forms only under extraordinary conditions deep inside the Earth, the significance is simple:

Single-crystal diamond has entered the wafer-scale era.

About Diamond Foundry Inc.

Diamond Foundry is the #1 producer of single-crystal diamond in the world. Founded in San Francisco, the company created the world’s first diamond wafer and is scaling volume production of chip substrates with a $2.77B EU Chips Act project in Spain.

Media contact: Jeff Yurek, j@df.com

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SOURCE Diamond Foundry

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Qued Ranks No. 5 on FreightWaves’ 2027 FreightTech 25, Its Third Straight Year on the List

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An independent panel ranked the AI appointment scheduling platform No. 5 of 25 companies selected from the 2027 FreightTech 100. FreightWaves announced the rankings Oct. 26 at the inaugural F3 Awards Dinner in Chattanooga.

BROADLANDS, Va., Nov. 6, 2026 /PRNewswire-PRWeb/ — Qued, a leader in developing sophisticated, automated appointment scheduling solutions for supply chain and logistics companies, today announced that it ranked No. 5 on the 2027 FreightTech 25, the FreightWaves list of 25 companies recognized for innovation across freight technology and transportation. FreightWaves revealed the list on Oct. 26 at the inaugural F3 Awards Dinner in Chattanooga, Tennessee.

Our customers earned this ranking. They book their appointments through Qued from inside the systems they already run, and we will keep building for the people who move freight every day.

This is the third year in a row Qued has made the FreightTech 25. Qued debuted at No. 6 in 2025 and ranked No. 3 in 2026.

The FreightTech 25 is selected from the FreightTech 100, a broader list of 100 companies FreightWaves recognizes for innovation in freight and supply chain technology. An independent panel ranks those 100 companies to set the top 25, and the accounting firm Henderson, Hutcherson & McCullough oversees the voting. FreightWaves recognized all 100 companies at the F3 Awards Dinner, where Sope Creek presented the 2027 FreightTech Awards.

“Appointment scheduling rarely makes headlines, so a third straight year on the FreightTech 25 means a lot to our team,” said Prasad Gollapalli, CEO and founder of Qued. “Our customers earned this ranking. They book their appointments through Qued from inside the systems they already run, and we will keep building for the people who move freight every day.”

Qued’s platform uses machine learning to find the best appointment slots in real time, weighing ETAs, facility capacity, historical performance, and the specific requirements of each location. Qued connects directly to the transportation management system a broker, 3PL, or carrier already runs, and it books through facility portals, email, and AI voice calls to facilities that only book by phone.

The full 2027 FreightTech 25 is published on FreightWaves.com.

About Qued

Qued is a cloud-based, AI-powered smart workflow automation platform transforming load appointment scheduling for brokers, 3PLs, and carriers. By automating the scheduling process, Qued eliminates manual work, simplifies multi-stop load appointments, and ensures seamless coordination across the supply chain, improving both operational efficiency and customer satisfaction. For more information, visit www.qued.com or contact us at contact.us@qued.com.

Media Contact

Adam Robinson, Qued, 1 2148720780, adam@the-robinson-agency.com, https://www.qued.com/

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