Traditional contingency plans are no longer enough as supply chain disruptions become increasingly unpredictable. Manufacturers need to build capacity, strengthen supplier capabilities, and develop flexible alternatives in advance to anticipate changing conditions, respond quickly, and maintain supply continuity.
Supply chain volatility isn't going away, and a single backup plan is no longer enough. Manufacturers need visibility, capacity, capabilities, and multiple executable alternatives to anticipate changing conditions, adapt quickly, and maintain operations when disruptions occur.
Hyundai’s plan to increase North American sourcing reflects a broader shift toward regional supply chains. Manufacturers can reduce risk, improve responsiveness, and support profitable growth by shortening supply chains, building flexibility, and aligning sourcing and capacity with changing customer demand.
Consumer product companies are reassessing global sourcing strategies as tariffs, rising costs, infrastructure constraints, and supply chain disruptions reshape the economics of manufacturing. Lisa Anderson and Erica Dill discuss China + 1, sourcing diversification, and building resilient supply chains that can adapt as conditions change.
New U.S.-made requirements for advanced robotics are reshaping supply chains and creating opportunities for domestic manufacturers. Companies should evaluate their extended supplier networks, secure critical components, and build the capacity and capabilities needed to scale with growing demand.
Critical minerals have become a strategic priority as geopolitical tensions, trade restrictions, and supply chain vulnerabilities increase. Manufacturers should look beyond tier one suppliers, understand critical materials in their products, diversify sourcing, and prepare for disruptions before they occur.
The U.S.-Venezuela oil deal could accelerate the shift in global energy supply chains toward the Americas. Explore how changing energy flows, transportation routes, and capacity requirements are creating new opportunities and risks for manufacturers and their supply chains.
In this Supply Chain Byte, Lisa Anderson discusses why the 16-month closure matters for supply chains connected to the San Pedro Bay port complex. With fewer routing options and increased pressure on alternate routes, companies should not wait until the disruption begins to plan.
In this Supply Chain Byte, Lisa Anderson discusses how GM is investing in supply chain resilience through a $4.5 billion inventory and financing strategy designed to protect critical parts in its supply chain. The example shows that resilience requires more than extra inventory.
Lisa Anderson has been quoted by Edhat on the challenges facing U.S. defense supply chains as the country works to reduce dependence on China for critical minerals.
