Strategy & Horizon Scannning

Christopher Salmon

Chief Executive

TLDR

Robust procurement means moving beyond cost savings to smarter sourcing, stronger governance, and better risk management. From balancing global reach with local agility, to embedding sustainability and harnessing data, board leaders should prioritise the creation of a procurement function that protects the business and unlocks long-term growth. Because strategic procurement isn’t just operational – it’s a source of competitive advantage.

Procurement has moved from the back office to the boardroom.

In recent years, companies have faced supply chain shocks on an unprecedented scale – from COVID-19 and semiconductor shortages, to Red Sea shipping disruptions and tariff escalations. 

“While in normal times a disruption would represent an unlikely and isolated event, all the events together have cumulated to produce bottlenecks in the system. With each additional setback, the world trade network has become more strained.”

  • Economics Observatory 

According to McKinsey, global supply chains are still in a state of “vulnerability.” Since the pandemic, they show little sign of real recovery, and 30% of (surveyed) companies admitted being “significantly behind” in adjusting to new supply chain compliance obligations. 

Compounding this, Economics Observatory reports the arrival of a “supply chain inflation” moment: driving up consumer prices across the board, and piling further pressure on already-strained procurement flows. 

This context has made procurement not just a question of efficiency, but of resilience, risk management, and even corporate reputation. For senior decision-makers, the evolved procurement function is wide-ranging, with new responsibilities such as protecting market share, ensuring continuity, and enabling sustainable growth in a volatile global environment.

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The foundations of a robust procurement function

Resilient procurement doesn’t happen by chance; it’s the outcome of deliberate design, clear governance, and strategic supplier management. 

Leaders who invest in strengthening these foundations can move procurement from being a potential liability in times of crisis to becoming a genuine source of competitive advantage. 

Two pillars stand out: governance and oversight, and robust supplier risk management. 

Governance and oversight structures
Effective procurement resilience begins with governance. This means embedding procurement into the wider enterprise risk management framework, ensuring directors have visibility of supplier concentration, exposure to sanctions, and compliance with ESG commitments. Board-level oversight helps procurement evolve from an operational process to a strategic lever with clear reporting lines, defined KPIs, and integration into wider business continuity plans.

Key elements include:

  • Establishing a procurement risk committee or embedding procurement risk into board meetings.
  • Aligning sourcing policies with regulatory frameworks and corporate values (e.g. sustainability, ethical sourcing).
  • Mandating transparent supplier vetting and audit processes across all tiers of the supply chain.

Global supplier risk management
Procurement resilience also depends on how organisations manage suppliers across geographies and markets. Over-reliance on a single region or supplier can expose companies to sudden shocks: whether from conflict, regulatory changes, or natural disasters. Resilient procurement strategies diversify supply bases, balance cost with security, and stress-test suppliers against both financial and geopolitical risk.

Best practice includes:

  • Diversifying sourcing across regions to mitigate geopolitical exposure.
  • Evaluating suppliers for compliance with international regulations and sanctions.
  • Building collaborative relationships with key suppliers to foster transparency and early-warning systems.

Procurement vs sourcing

Although sometimes used interchangeably, procurement and sourcing are not identical. Sourcing is the process of identifying, evaluating, and selecting suppliers to provide goods and services. It is upstream and focused on market analysis, supplier negotiations, and contract initiation.

Procurement, by contrast, is broader. It encompasses sourcing but extends to the full lifecycle: purchase orders, supplier management, compliance, logistics, and payment. In short, sourcing is about finding suppliers, while procurement is about managing and optimising the relationship with them.

For board-level leaders, the distinction matters: sourcing sets the strategy, but a global procurement strategy ensures its execution, governance, and alignment with business goals. 

A resilient organisation treats both as integrated but distinct pillars of supply chain optimisation.

Cost control to value creation

Historically, procurement was measured by one metric: cost savings. Today though, board-level leaders are demanding more. In a world shaped by geopolitical volatility, ESG pressures, and technology-driven change, procurement is becoming a key driver of corporate value.

  • Innovation enablement: strategic procurement can help businesses tap into supplier innovation, co-developing new products or leveraging unique technologies. For example, Apple’s procurement partnerships with semiconductor firms enabled faster time-to-market for new chips, directly shaping competitive advantage.
  • Market entry and agility: choosing suppliers with established footprints in new geographies can accelerate expansion. A well-designed global procurement strategy significantly reduces the time-to-market in emerging economies, according to SAP.
  • Sustainability and ESG impact: with as much as 90% of a companies’ carbon footprint embedded in their supply chains (McKinsey & Company), procurement is pivotal in meeting net zero commitments and investor expectations. 
  • Risk mitigation as value: diversified supply chains reduce exposure to sanctions, trade restrictions, or climate-related disruptions. This resilience doesn’t just protect the bottom line: it signals reliability to customers and investors.

Where value comes from today:

  • Unlocking supplier-driven innovation and co-development
  • Accelerating entry into new markets via supply chain partnerships
  • Embedding ESG and sustainability into sourcing and procurement policies
  • Reducing operational risk through diversification and compliance foresight
  • Enhancing brand trust and investor confidence through transparent procurement practices

As businesses look to 2030 and beyond, the question is not “how much did we save?”, but “how much value did procurement create across innovation, risk, and sustainability?” 

Leaders who embrace this shift will see procurement transform from a cost centre into a board-level growth enabler.

6 strategic global sourcing and procurement tactics 

A strong global procurement strategy is only as effective as the logic and tactics that underpin its execution. 

For senior leaders, it’s about ensuring procurement delivers measurable outcomes across cost, resilience, ESG, and innovation. Below are core global sourcing and procurement tactics businesses are moving to adopt: 

1. Balancing localisation and global reach

The old playbook of outsourcing everything to the lowest-cost region is gone. Today’s boardrooms weigh localisation for resilience against global reach for scale. The most effective strategies combine both: maintaining local suppliers for agility and compliance, while leveraging international partners for competitive pricing and innovation.

The key lies in “portfolio thinking” – treating suppliers as an investment mix, where risk and opportunity must be balanced. 

For instance, automotive manufacturers are increasingly “nearshoring” critical components to EU suppliers, while still sourcing raw materials globally to maintain competitiveness.

2. Technology and data as procurement enablers

‘Data-driven’ may sometimes be dismissed as a buzzword. However, there is nascent value within innovative trade technology, where tools like predictive analytics, AI, and blockchain are redefining the discipline.

  • Predictive analytics and horizon scanning enable leaders to anticipate supplier delays or geopolitical disruptions months in advance.
  • Blockchain builds trust by verifying ethical sourcing and tracking complex goods from origin to customer.
  • AI-driven automation dramatically reduces processing costs (Boston Consulting Group estimates by up to 45%), freeing procurement leaders to focus on strategy rather than administration.

These technologies are not ends in themselves, but enablers of smarter, faster, and more accountable decisions.

3. Embedding sustainability and ethical sourcing

With regulators tightening carbon disclosure rules, and investors linking ESG performance to capital access, procurement must actively manage environmental and social risk.

Again, the imperative here is moving from a basic ‘compliant-mindset’ to proactive value creation. Best practices include:

  1. Partnering with suppliers committed to renewable energy or circular economy models.
  2. Requiring transparent reporting on labour practices.
  3. Building supplier development programmes that help small businesses in emerging markets raise standards.

Measures like these strengthen brand equity and attract values-driven talent.

4. Horizon scanning and geopolitical agility

Procurement is one of the earliest corporate functions to feel the tremors of geopolitics. Sanctions, tariffs, or new border checks ripple quickly through supply chains.

Boards increasingly expect procurement to play a role in horizon scanning: systematically monitoring geopolitical risk and stress-testing sourcing options. For example, when US tariffs disrupted steel flows in 2018, firms that had diversified sourcing or built in tariff simulation models weathered the shock far better than peers.

5. Supplier collaboration and innovation networks

Leading organisations no longer see suppliers as vendors but as partners in innovation. Collaborative procurement means inviting suppliers into product development, joint R&D, or shared sustainability initiatives.

Pharma firms, for instance, often co-invest with suppliers in lab capacity to accelerate drug trials. Tech companies rely on supplier ecosystems to rapidly integrate new components into devices. The result? Faster speed to market and deeper mutual resilience.

6. Talent and skills as a differentiator

Behind every major sourcing decision is a person making a judgment call. Yet, procurement often underinvests in talent compared to functions like finance or strategy.

“Ensuring there are more procurement professionals with the relevant knowledge in key areas is a vital task that must be addressed sooner rather than later.”

  • Oxford College of Procurement and Supply

Boards are now recognising procurement capability as a competitive edge. 

Upskilling teams in training around data analysis, negotiation, and customs compliance is critical. Forward-looking leaders also design procurement roles with clear career paths, helping attract the next generation of talent.

Strategic procurement as a competitive advantage

Procurement has long been viewed as the engine room of cost control. But in today’s environment of shifting geopolitics, volatile supply chains, and rising ESG expectations, it has become something more profound: a lever of resilience, innovation, and trust.

Board-level leaders who prioritise future-first global sourcing and procurement tactics are not simply avoiding risk – they are shaping the conditions for growth. 

The organisations that thrive over the next decade will be those that see procurement not as a back-office process but as a forward-looking capability: one that unites risk management with opportunity creation, and operational detail with strategic vision.

In this sense, a global procurement strategy is both pragmatic and philosophical: it is about securing the goods and services a business needs today, while asking how choices made now will ripple across supply chains, markets, and reputations in the future.

For tailored insight into strengthening your procurement function

contact clearBorder today →

 

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Strategy & Horizon Scannning

Steel and Aluminium at a Crossroads: Supply Chains, Tariff Wars, Business Impacts

  TLDR 2025 reshaped steel and aluminium supply chains. U.S. tariffs, EU uncertainty, and Chinese overcapacity have all driven structural rerouting, pricing instability, and compliance pressure. Businesses elevating metals sourcing to a strategic capability – with stronger origin assurance, supplier governance, and scenario planning – typically outperform competitors in terms of resilience, cost control, and market access. Firms will need to adapt to preserve their position and competitiveness. 2025 saw the sharpest escalation in metals-trade interventions since the original, President Trump-era Section 232 measures, in 2018. What began as a series of “targeted” moves early in 2025 has evolved into a multi-jurisdictional reset, touching tariffs, origin rules, industrial policy, and supply chain governance. For global businesses reliant on steel and aluminium, this will represent a fundamental shift in operations and market position. Steel and aluminium are systemic commodities. They underpin every major industrial value chain: automotive, aerospace, defence, energy infrastructure, construction, household appliances, and large consumer goods. When trade conditions tighten around these materials, the shockwaves propagate quickly: rising input costs, margin compression, delayed production cycles, and forced redesign of sourcing strategies. Several trigger events collided in 2025: In May 2025, the U.S. raised tariffs to 50% on a wide range of steel and aluminium categories, materially altering the economics of imports. By Q4, Washington introduced tightened melt-and-pour origin rules, significantly raising the bar for compliance and due diligence. Meanwhile, the EU remained locked in slow-moving negotiations with the U.S. on tariff-rate quotas, while simultaneously confronting the long-running challenge of Chinese overcapacity depressing European prices. China’s own pricing volatility (driven by subsidised overproduction and domestic demand swings) continue to distort global markets. Taken together, developments like these show that steel and aluminium supply chains are not experiencing a temporary disruption – they are undergoing a deeper, structural reorganisation. Businesses will need to adapt to preserve their position and competitiveness. Why this matters Global metals policy is moving faster than most supply chains can adjust. The 50% U.S. tariffs, melt-and-pour rules, EU safeguard activity, and China’s continued overproduction are reshaping sourcing and pricing across entire industries. For manufacturers and importers, this is not just a cost issue; it’s a governance, compliance, and competitiveness issue. How firms respond will determine whether they stay ahead of regulatory pressure, or become ensnared in a rapidly tightening enforcement environment. Expert guidance on international trade Contact clearBorder today →  How tariffs reshape global flows The 50% U.S. tariffs  Under the administration of President Trump, the U.S.’s move to increase tariffs to 50% on a wide range of steel and aluminium products marked a pivot in metals trade. The measures affect core inputs such as semi-finished steel, rolled products, extrusions, and several aluminium categories. Downstream products such as cars, domestic appliances, and industrial machinery are increasingly examined for the embedded origin of their metal content. The tariff shock has created three immediate consequences: Domestic inflation in U.S. metals markets. Manufacturers face significantly higher input costs, prompting either price rises or margin erosion. Redirected flows from Asia to Europe. Exporters seeking to avoid U.S. duties have diverted excess supply toward the EU, exacerbating oversupply conditions and placing further pressure on European producers. A new compliance burden for global exporters. The tightened melt-and-pour rules raise the risk of inadvertent non-compliance. Trans-shipment scrutiny has increased; origin validation is now a core operational requirement. EU’s dilemma The EU finds itself between a rock and a hard place. On one side are slow, uncertain EU–U.S. negotiations on tariff-rate quotas and metals cooperation frameworks; on the other is intensifying pressure from the steel lobby to protect European producers from diverted Asian supply after the U.S. tariff shock. European manufacturers face irregular and unpredictable input costs, complicating price setting, inventory planning, and long-term contracting. The EU’s Green Deal Industrial Plan adds further complexity, as imported metals are essential for its energy-transition ambitions, yet those same imports now threaten domestic competitiveness. The overcapacity question China’s long-standing overcapacity issue remains the gravitational centre of global metals instability. Production levels continue to exceed domestic demand, pushing subsidised excess onto global markets and driving renewed price volatility. This places other jurisdictions in a defensive posture. European and U.S. producers have reported intensified undercutting; Asian and Latin American manufacturers face narrowing margins; and developing economies risk deeper dependence on low-cost Chinese supply. Beijing may consider retaliatory measures, or deepen its alignment with Global South partners (such as Malaysia, Indonesia, Vietnam, and Thailand in Southeast Asia, or members of the Community of Latin American and Caribbean States) to mitigate against Western trade interventions. Either path would add new layers of complexity to an already fragmented global steel and aluminium market. Re-routing, re-pricing, re-risking How supply chains are responding The reshaping of steel and aluminium trade is visible in operational patterns, with supply chains reorganising at pace. Businesses are re-routing in order to defend margin and meet compliance thresholds. According to emerging reports, Asian-origin metals that previously flowed into the U.S. are being diverted toward Europe, Turkey, and the Middle East. European manufacturers, in turn, are exploring alternative inputs from India, Brazil, and the Gulf to avoid the tariff spillover effects. This repositioning may also trigger changes in logistics: greater use of east-west routes into the EU, potentially more inventory buffering, and in some sectors (such as automotive and machinery) a shift toward nearshoring for critical components. Cost structures are being re-priced globally. The U.S. tariff shock has lifted domestic prices sharply, while excess supply has depressed segments of the European market. Producers in China and Southeast Asia have adjusted export strategies in real time, offering deeper discounts to maintain throughput. For buyers, this creates a two-speed market: inflationary in the U.S., deflationary or erratic elsewhere. Long-term contracts are harder to negotiate, and index-linked pricing is seeing a resurgence. Perhaps most importantly, supply chains are being re-risked. Compliance is now inseparable from commercial decision-making – a cheap tonne of steel that ultimately fails melt-and-pour verification is a liability, not a saving. Manufacturers are mapping exposure at a deeper level than before, tracing inputs back to smelters (not mills), and stress-testing for tariff escalation or port inspections. Insurance markets are responding too, with new language around origin risk and misdeclaration liability appearing in trade credit and marine cargo policies. Rising compliance complexity The enforcement of the U.S. melt-and-pour rule is proving to be one of the most consequential compliance developments. By requiring origin to be established at the smelting stage – not the final manufacturing stage – regulators have effectively redrawn the documentation burden for the entire value chain. Finished goods manufacturers, especially in automotive, appliances, construction products, and machinery, must now evidence multi-layered provenance to avoid penalties or shipment holds. This comes alongside broader tightening: The EU is advancing anti-circumvention probes and designing new safeguard mechanisms around diverted Asian supply Tariff-rate quota negotiations with the U.S. remain uncertain, complicating long-term planning The UK faces a hybrid challenge: exporters into the U.S. or EU must meet foreign origin standards and navigate domestic decarbonisation requirements shaping the future of UK steelmaking For business boardrooms, this translates into elevated expectations around: Proving origin at smelter level Supplier vetting across multiple jurisdictions End-to-end documentation capable of withstanding audits Horizon scanning for tariff escalation and market fragmentation Avoiding unintentional trans-shipment exposure, especially in multi-country routing models Implications for business Cost structures will remain unstable for the near term. U.S. tariffs have created inflationary pressure domestically; Europe is facing oversupply; and Chinese volatility continues to inject uncertainty into global reference prices. Businesses should anticipate continued dual-market dynamics throughout 2026. Compliance risk has moved from operational to existential. The melt-and-pour rule, EU safeguard mechanisms, and intensified anti-circumvention enforcement mean that the regulatory exposure of a single misclassified input far exceeds the cost of the input itself. Boardrooms increasingly view origin assurance as part of corporate governance, not logistics. Supply chain strategy is entering a redesign phase. Nearshoring and multi-regional sourcing are gaining momentum Dual or triple sourcing for steel and aluminium is becoming standard in automotive, engineering, and construction Inventory models are shifting from just-in-time to strategic buffering Quality and compliance maturity are becoming as important as price when selecting a supplier Commercial positioning is changing, too. Companies that can evidence clean origin, stable sourcing, and strong governance are positioned to outperform competitors in tenders – particularly with OEMs (original equipment manufacturers) facing strict regulatory exposure of their own. For some sectors, metals compliance is now a competitive differentiator. The last word Steel and aluminium have always been essential industrial inputs, but in the current climate, they’ve become a barometer of global economic and geopolitical tension. Tariffs, origin rules, and enforcement actions are all actively reshaping supply chains, capital allocation, and competitiveness. The businesses equipped to succeed in this environment treat metals not simply as commodities to be purchased, but as strategic exposures to be governed. This means that decision-makers have visibility deeper than tier-one suppliers; they can evidence origin at smelt stage. They plan for tariff escalation; not react to it. And they embed compliance into commercial decision-making. Early, proactive movement will help protect against price shocks, audit interventions, and market-access constraints, as the next phase of trade policy unfolds. For manufacturers, importers, and exporters, the question is not whether to adapt, but how quickly. The former era of (relatively) stable and predictable metals flows is over – strategic readiness is now the defining commercial advantage. For trade advisory tailored to your business and its operations Contact the clearBorderteam today → 

Steel and Aluminium at a Crossroads: Supply Chains, Tariff Wars, Business Impacts
Strategy & Horizon Scannning

Introducing our new podcast series ‘Borders for the Boardroom’

“Borders for the Boardroom” is a podcast series brought to you by the team at clearBorder. In these short episodes, we introduce you to all things trade and borders providing an insight and understanding that you may not have had before. We hope that this means when you return to your business you have a greater knowledge of the impact and challenges borders and trade will have on your organisation, as well as the opportunities available to perhaps do things differently, reduce risk and continue to grow. Each podcast introduces a new topic, led by one of the clearBorder team of experts. We hope you enjoy it. If you want to continue the conversation or have any questions then do get in touch with us at info@clearborder.co.uk. We’ll see you next time. Produced and edited by Yada Yada. Listen here: Spotify  |  Apple

Introducing our new podcast series ‘Borders for the Boardroom’
Strategy & Horizon Scannning

A fragile reset? What the US–China tariff truce means for cross-border trade strategies in 2026

In late October 2025, a diplomatic thaw between Washington and Beijing produced a narrowly scoped trade “pause” – a tactical (and temporary) easing of the headline tensions which have dominated the trade-sphere in recent months.  The agreement trimmed select U.S. tariff categories (for example, halving certain fentanyl-related duties), and opened the door to resumed Chinese purchases of U.S. soybeans; while Beijing signalled a conditional scaling back of some export controls on rare earth elements.  For boardrooms, this pause buys time for resilience-building; what it does not do is remove structural levers that can reignite escalation. China retains decisive market power over rare earths and refining capacity, and Beijing’s export restrictions – introduced and then expanded in October 2025 – remain a latent threat to industries from EV batteries to defence suppliers. Financial and commodity markets treated the announcement as tentative: rare-earth prices and equities briefly eased, but analysts warned supplies and stocks could re-tighten if the geopolitical headwinds shifted.  Meanwhile, political and legal fault-lines persist in Washington. The administration’s tariff authority under the International Emergency Economic Powers Act (IEEPA) is the subject of active judicial scrutiny at the U.S. Supreme Court; justices heard oral arguments on 5 November 2025 and raised serious questions about executive reach. A negative ruling could remove a major instrument of U.S. trade policy – or force the administration to pivot to other statutory levers. That legal uncertainty compounds the truce’s fragility.    Why this matters The US–China tariff truce offers a temporary pause, not lasting certainty. For boardrooms and global supply chain teams, understanding the risks, monitoring key signals, and proactively planning for multiple outcomes is critical to maintaining stability, protecting margins, and mitigating the operational and strategic impacts of potential renewed escalation.   More on the U.S., China, South Korea, and what trade talks mean for you: → Borders for the Boardroom: Sean Miner on the US-China trade deal Listen now on Spotify and Apple Music What changed in October 2025… and what didn’t What changed Targeted tariff adjustments and commitments. In the late-October negotiations, U.S. officials said certain tariff lines tied to fentanyl precursor chemicals would be halved – from 20% to 10% – lowering the headline U.S. tariff burden on Chinese imports by a reported few percentage points overall. The talks also included commitments for a sizeable uptick in Chinese purchases of U.S. soybeans (Treasury officials cited a figure in the region of 12 million metric tonnes for the season). It’s likely these moves were partially influenced by the U.S. administration’s desire to appease what it sees as a core voter base of workers and farmers. A temporary easing of export control pressure. Beijing signalled it would pause, or at least temper, certain enforcement actions tied to rare-earth export controls, helping to calm thin but critical supply lines for some manufacturers. Markets interpreted the message as conditional rather than permanent, and subsequent industry commentary urged caution.  Regional tariff alignment moves. The U.S. also reached or reaffirmed tariff understandings with regional partners (notably arrangements that set some levies for Japan and South Korea at lower bands), reshaping near-term trade exposure for particular sectors such as autos and shipbuilding. Those regional moves probably form part of a broader attempt to compartmentalise tensions and avoid a wider regional fallout.  What didn’t change The strategic rivalry remains. The truce is tactical. China’s longer-term industrial strategy – including control over mining, processing and refining of many rare earths – has not been reversed. Beijing’s October 2025 expansion of export controls (adding multiple elements and equipment to control lists) shows the country still possesses structural levers that could be re-deployed if negotiations sour.  Legal and policy uncertainty in Washington. The Supreme Court review of IEEPA-based tariff authority introduces a material policy risk. If the Court constrains presidential power to impose broad tariffs, the administration may have to pivot to other mechanisms (e.g., Section 232, Trade Act tools) with different political, legal and operational implications. In short; the legal basis that enabled the rapid imposition of duties early in 2025 is not guaranteed to persist.  Domestic market realities limit quick wins. Beijing’s promise to increase U.S. soybean purchases was electorally useful for the U.S. administration, perhaps, but agricultural market signals suggest China’s immediate buying capacity may be limited by inventory and crush-margin dynamics. Reuters reports flag a soybean stock overhang that may constrain near-term purchases.  The net effect At least in the immediate future, the October ‘tariff truce’ reduces the near-term political temperature: selected tariff lines were eased, some procurement resumed, and short-term market volatility abated.  But – the structural levers that create systemic risk (rare-earth dominance, legal uncertainty over tariff authority, and the political incentives that drive tit-for-tat measures) remain very much alive.  For business leaders, the best operational position is not one of détente, but of time-boxed respite. That means acting quickly to shore up optionality, and avoid being caught in a reactive posture when the pause ends.  H2: Why the truce Is fundamentally unstable The agreement was engineered as a tactical and temporary de-escalation, not as a lasting settlement. While headline tariff lines were softened, the levers of critical economic power remain deeply asymmetrical. First, China’s rare-earth export controls remain a potent strategic weapon. Despite signaling an easing of enforcement, Beijing retains control over key mining and refining capacity. Prior expansions of export restrictions demonstrate that it is fully capable of re-tightening. Second, President Trump’s tariff authority under IEEPA is in question. The U.S. Supreme Court’s current review directly challenges the administration’s legal basis to impose broad trade duties.  Third, domestic and political incentives complicate sustained cooperation. Beijing is under pressure to protect strategic industries; Washington faces conflicting demands from agriculture, manufacturing, tech, and national security voices.  Finally, the temporary nature of the pause itself speaks volumes. This is not a comprehensive reset but a time-bound, finite window, subject to the ebb and flow of geopolitical risk.  Implications for global business and supply chains This tactical pause in trade hostilities brings into focus certain risks for multinational companies operating across complex supply chains. Borders for the Boardroom: Christopher Salmon on supply chain resilience → Listen now on Spotify and Apple Music Import exposure and tariff risk Existing duties remain in place, and the legal jeopardy stemming from IEEPA challenges means the entire tariff infrastructure could change. For supply chain teams, this is the moment to re-assess import exposure: which products are most vulnerable, and what alternative sources exist if the truce unravels. Supply chain architecture and sourcing The pause presents a moment for strategic recalibration. Firms that once relied on ‘China +1’ sourcing strategies should re-evaluate: ‘China +N’ is the more resilient, risk-mitigated position. Near-shoring, alternate production hubs, and regional diversification offer possible solutions, but such shifts can be costly and time-consuming. Contracting, procurement, and pricing governance With uncertainty lessening in the short term, companies may be tempted to renegotiate contracts or lock-in suppliers aggressively. However, such moves should be structured carefully. Procurement teams should build scenario clauses into agreements, allow for tariff escalation or rollback triggers, and articulate pass-through mechanisms.  Capital deployment and investment strategy For capital-intensive operators (especially in autos, semiconductors, and clean tech) the pause is a window of opportunity to recommit capital, under conditional terms.  However, investment without horizon scanning is a high-stakes guessing game. Boardrooms must ringfence capital and create “if-then” gateways triggered directly by treaty developments and legal outcomes. Navigating the tariff pause: signals, strategy, and stability Timely, although seemingly never built to last, the US–China tariff truce represents a holding pattern amid unresolved geopolitical, legal, and economic pressures. For boardrooms, CFOs, and global supply chain leads, vigilance here is critical. The coming 6–9 months will reveal whether the pause becomes a platform for stability, or a prelude to renewed escalation. Key signals to monitor: Supreme Court IEEPA ruling: a decision limiting or upholding presidential tariff authority will immediately reshape strategic options. China’s compliance: soybean purchases, REE export controls, and shifts in blacklists or procurement rules will test the truce’s integrity. U.S. domestic pressures: farmers, retailers, tech, and security interests may prompt rapid shifts in U.S. tariff policy. South Korea and Japan: developments in semiconductor deals, export controls, and bilateral concessions could influence Beijing’s response. China’s geoeconomic posture: incremental moves in investment screening or sector targeting may accumulate into material operational risk. What cross-border companies should do: Refresh scenario models with tariff, legal, and geopolitical triggers Audit supplier and import exposure under multiple outcomes Advance diversification and dual-sourcing strategies Strengthen contractual protections for tariffs and disruptions Monitor policy daily, not quarterly Preparation builds stability Geopolitical uncertainty cannot be entirely eliminated; but it can be priced, planned for, and strategically contained. The U.S.–China relationship is unlikely to revert to pre-2018 norms: structural forces – technological leadership, critical minerals, industrial security – render volatility a recurring reality for multinational organisations. Boardrooms focused on embedding resilience into governance, procurement, investment, and supply chain design will be significantly better-equipped to face future scenarios and weather their impacts.   → Borders for the Boardroom: Christopher Salmon on supply chain resilience Listen now on Spotify and Apple Music

A fragile reset? What the US–China tariff truce means for cross-border trade strategies in 2026
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