Robert McEwan’s insights on New Zealand’s Supply Chain Challenges

Global supply chains are currently facing significant pressures—from political disruptions and rapid technological advancements to the escalating impacts of climate change and infrastructure constraints. These factors contribute to increased volatility, placing greater demands on supply chain professionals.

In this context, New Zealand, with its geographic isolation and the ongoing need for resilience in a highly competitive global landscape, must embrace innovation, leverage its talent pool, advance sustainable practices, and strengthen supply chain leadership.

To support these efforts, NZPICS has developed this questionnaire to gather your expert insights and diverse perspectives across key themes. Your input will help the New Zealand supply chain community identify critical opportunities, address pressing challenges, and build a more agile, innovative, and future-ready supply chain ecosystem.

We sincerely appreciate your time and valuable contributions toward shaping the future of supply chain thinking in Aotearoa.

1.Predictions & Trends

• New Zealand’s supply chains face unique challenges such as geographic isolation, limited economies of scale, Infrastructure limitations, etc. In your view, what key trends will shape supply chains over the next three years?

A. International Trade Agreements
As global trade dynamics continue to shift, New Zealand’s ability to secure and leverage comprehensive trade agreements will be critical. Agreements such as the CPTPP and RCEP offer opportunities to diversify export markets and reduce reliance on a few key trading partners. Future negotiations, particularly those that address digital trade, sustainability, and supply chain resilience, will be instrumental in shaping how New Zealand businesses access global markets.

B. International Shipping Capabilities (Air and Sea)
New Zealand’s geographic isolation makes efficient and reliable international shipping a cornerstone of its supply chain resilience and competitiveness. Access to large offshore markets will remain critical, particularly as global demand patterns shift and competition intensifies. However, New Zealand faces increasing pressure from larger economies that benefit from scale and lower shipping costs, enabling them to dominate key markets more easily. To remain competitive, New Zealand must invest in modernizing and diversifying its logistics networks to reduce reliance on a limited number of carriers and ports

C. Adoption of Automation, Advanced Technologies, and AI
The integration of automation, AI, and advanced analytics will be a game-changer for supply chain efficiency and visibility. Predictive analytics, real-time tracking, and AI-driven demand forecasting can help mitigate disruptions and optimize inventory management. For New Zealand, where labour shortages and geographic distance are persistent challenges, these technologies offer a pathway to greater agility and cost-effectiveness.

D. Human Resource Expertise and Capability Building
As supply chains become more digitized and complex, the demand for skilled professionals in logistics, data analytics, and supply chain management will grow. Investing in workforce development and upskilling talent will be crucial to ensure that New Zealand’s supply chains are not only technologically advanced but also strategically managed.

2. Technology & Innovation

• In your opinion, where are New Zealand organisations / industries leading or falling behind in technology adoption (e.g., AI, blockchain, IoT, robotic process automation, or other emerging trends)?

In my view, many New Zealand organisations and industries are currently falling behind in the adoption of advanced technologies such as AI, blockchain, IoT, and robotic process automation. A key reason for this lag is the challenge of achieving economies of scale. For many New Zealand businesses—particularly SMEs—the high upfront investment and expertise required for large-scale automation and emerging technologies can be prohibitive, especially when compared to larger international counterparts with greater capital and market reach.

However, there is a clear path forward. The rapid evolution of more accessible, modular, and cost-effective automation solutions—physical automation and tools such as cloud-based platforms, AI-as-a-service, and low-code/no-code tools—offers New Zealand organisations an opportunity to leapfrog traditional barriers. By focusing on flexible, scalable technologies and investing in advanced analytics, businesses can improve efficiency, decision-making, and resilience without the need for massive capital outlay.

To stay competitive, it will be essential for New Zealand industries to shift from viewing technology as a long-term investment to embracing it as a strategic enabler of agility, productivity, and innovation.

3. Resilience & Sustainability

• Post-COVID, what are the 2 most critical lessons New Zealand businesses may have underestimated regarding supply chain resilience—and how can they address these going forward?

The Bullwhip Effect and Inventory Management
One of the most underestimated lessons from the COVID-19 pandemic is the impact of the bullwhip effect—where fluctuations in consumer demand lead to increasingly larger variances up the supply chain. Many New Zealand businesses were caught off guard by sudden shifts in demand and supply disruptions, leading to either overstocking or critical shortages. Going forward, businesses must invest in demand forecasting tools, real-time data sharing, and collaborative planning with suppliers to dampen these fluctuations and improve responsiveness.

Flexible and Interconnected Ways of Working
The pandemic highlighted the importance of agility and cross-functional collaboration. Traditional siloed operations proved inadequate in responding to rapid changes. Embracing digital platforms, cloud-based systems, and integrated supply chain technologies will enable more flexible, transparent, and responsive operations. Businesses that foster interconnected ways of working—both internally and with partners—will be better positioned to adapt to future disruptions.

• Do you believe sustainability goals provide a competitive advantage, or are they primarily necessary to meet customer requirements? Or do you see them serving both roles depending on the industry?

Sustainability goals serve both as a competitive advantage and a response to evolving customer expectations, though the balance varies by industry. In sectors like agriculture, food production, and tourism—where New Zealand has a strong global brand—sustainability is increasingly a market differentiator. However, there remains an inherent tension between the profit-driven nature of capitalism and the long-term commitments required for environmental sustainability. Addressing this tension requires collaboration between the public and private sectors to create frameworks and incentives that align economic viability with environmental responsibility. Only through shared accountability can sustainable practices become both practical and profitable.

• In your view, is the importance of sustainability goals increasing, staying the same, or decreasing in New Zealand’s supply chain sector?

In my view, the importance of sustainability goals in New Zealand’s supply chain sector is staying the same—but at a consistently high level. While the urgency may not be accelerating as rapidly as during peak climate awareness periods, sustainability remains a core consideration for many businesses, particularly those with international customers or ESG reporting obligations. The challenge now lies in moving from ambition to action, embedding sustainability into procurement, logistics, and product lifecycle decisions in a way that is both measurable and meaningful.

4. Leadership & Soft Skills

• In your opinion, what do you consider the most important leadership trait/s for supply chain professionals in New Zealand’s tightly connected industry?

In my opinion, the most important leadership traits for supply chain professionals in New Zealand’s tightly connected industry are emotional maturity and strong communication, negotiation, and influencing skills.

Given the scale and interconnected nature of New Zealand’s supply chains—where relationships often span long-standing partnerships across relatively small networks—leaders must be adept at navigating complex and high-pressure situations with composure and empathy. Emotional maturity enables leaders to remain calm under stress, manage conflict constructively, and make balanced decisions that consider both commercial imperatives and human dynamics.

Equally critical are communication, negotiation, and influencing skills. Supply chain leaders must align diverse stakeholders, manage competing priorities, and drive collaboration across functions and organisations. The ability to clearly articulate challenges, build consensus, and influence outcomes—often without direct authority—is essential for maintaining resilience and agility in a dynamic environment.

Together, these traits foster trust, adaptability, and strategic foresight—qualities that are vital for leading supply chains through uncertainty and transformation.

5. Career Advice for Aspiring Supply Chain Professionals

• Looking back, what’s one piece of career advice you wish you had received when starting out in supply chain — and what advice would you offer to those entering the profession today?

Looking back, one piece of advice I wish I had received when starting out in supply chain is this: take on the hard assignments.

Early in your career, it’s natural to seek stability and avoid high-risk or complex projects. But it’s often the most challenging assignments that offer the richest opportunities for growth. These are the situations where you’re pushed out of your comfort zone, forced to learn quickly, and given the chance to make a visible, meaningful impact on the business.

For those entering the profession today, my advice is to embrace these challenges. Say yes to the tough projects, even if they feel daunting. They will accelerate your development, build resilience, and help you stand out as someone who can lead through complexity. In a field as dynamic and interconnected as supply chain, the ability to thrive in difficult situations is one of the most valuable assets you can develop.

6. Education & Training

• In your assessment, which qualifications or certifications (e.g. Logistics Management, Operations Research, APICS certifications (CPIM, CSCP, SCOR-DS), CIPS, etc are most valuable for supply chain professionals to support ongoing professional development, empower companies to build agile, responsive and sustainable supply chains and secure employment?

In my assessment, the most valuable qualifications for supply chain professionals are those that combine technical supply chain expertise with broader business acumen.

Certifications such as APICS CPIM (Certified in Planning and Inventory Management), CSCP (Certified Supply Chain Professional), and SCOR-DS (Supply Chain Operations Reference – Digital Standard) are highly regarded globally and provide a strong foundation in supply chain strategy, operations, and digital transformation. Similarly, CIPS (Chartered Institute of Procurement & Supply) qualifications are particularly valuable for professionals focused on procurement and supplier relationship management.

However, to truly empower organisations to build agile, responsive, and sustainable supply chains, it’s increasingly important to complement supply chain qualifications with additional skills in areas such as:

• Project Management (e.g., PRINCE2, PMP): To lead cross-functional initiatives and manage complex supply chain transformations.
• Finance and Commercial Acumen: Understanding cost structures, financial modelling, and ROI is critical for making informed supply chain decisions.
• Negotiation and Influencing Skills: These are essential for managing supplier relationships, navigating trade-offs, and driving collaboration across stakeholders.

By combining technical supply chain knowledge with broader business and leadership capabilities, professionals can position themselves as strategic partners within their organisations—better equipped to navigate disruption, drive innovation, and deliver sustainable value.

About Rob McEwan

Rob McEwan joined Mighty Ape as General Manager Operations and Customer Success in January 2024 and was subsequently promoted to Managing Director in March 2025.  He has passion for great service, super-fast delivery and connecting people with the things they love.

Prior to being appointed as Managing Director at Mighty Ape, Rob held senior leadership roles with Ingram Micro and DHL Supply Chain. He has extensive experience across the private, public and charitable sectors, managing complex, high volume, high budget operations across multiple countries.  He was a pivotal member of the team that won the European Supply Chain Award for Excellence in 2006 leading global supply chain transformation projects with the International Red Cross and is also a recipient of the New Zealand Government Special Services Medal for his work during the Indonesian tsunami operation.

Rob holds a Master of  Logistics and Supply Chain Management as well as professional qualifications in Project Management and Engineering.   When he’s not in the office you will find him out hiking in the beautiful wild places of New Zealand.