Meet rapidly evolving global trade with resilience strategies
C-suite leaders can reassess risk strategies and adopt modernised approaches for a new era in tariff dynamics.
In today’s global business environment, the rapid evolution of trade policies, including the increased focus on tariffs, have commanded significant C-suite focus. Once considered cyclical or isolated to certain industries, these forces have now become central factors in shaping long-term strategy, creating risks and opportunities for the foundations of chain resilience and competitive advantage.
New tariffs, evolving industrial policies and geopolitical disruption are converging with powerful technological trends, from AI-driven value chains to advanced digital compliance tools. As a result, many leaders across sectors are confronting profound uncertainty and volatility. Many are trying to understand whether the turbulence is a short-lived episode or the leading edge of a deep-rooted transformation in how global business operates.
For boards and C-suite leaders, the stakes are high. Navigating the moment requires not only agility and risk management, but also a willingness to re-examine core assumptions and reinvent business models for resilience and growth. Those who move decisively and embrace approaches such as scenario-based planning, investing in future-ready capabilities and building resilient supply chain ecosystems, may position themselves to turn headwinds into opportunities for growth.
Reshaping Global Strategy Amid Turbulence
Amid uncertainty in the trade and tariff landscape, a single regulatory action in one region can disrupt operations, sourcing strategies and profitability across the globe. For C-suite leaders, historically prevalent monitoring and risk approaches are often not fit for purpose under these conditions. The new environment highlights the importance of real-time awareness and dynamic responsiveness to regulatory shifts and market signals.
What can seem like a challenging environment also presents meaningful opportunities. Forward-looking organisations can build resilience by considering moves such as re-localising supply chains, diversifying sources and leveraging scenario-based strategic planning. Accelerated technology disruption in areas such as AI, automation and robotics provides new tools to manage uncertainty, illuminate supply chains and improve compliance.
Many companies are also refreshing business models, reconsidering “make versus buy” decisions, and positioning themselves for competitive advantage through transformational moves such as M&A and cost structure redesign. Ultimately, leaders who respond proactively and invest in future-ready operating models can turn today’s volatility into a strategic opportunity for growth.
As trade continues to evolve, C-suite leaders can pull three levers to help them prepare for the future to balance near-term resilience with long-term transformation. These include:
Respond.
Establish a tactical command centre to monitor regulatory shifts, manage compliance and co-ordinate rapid responses across business units. Conduct a thorough risk review of supply chains and prioritise protective measures for key markets and vulnerable operations. This requires a co-ordinated approach across interrelated functions, such as overall strategy and transformation; customer strategy and revenue model; supply chain; procurement; performance and efficiency; risk and governance; finance and accounting and tax.
Frame scenarios.
Use scenario-based thinking to define plausible futures and assess broad business choices within the context of those scenarios. Leaders should consider how they can compete and win in the evolving environment for technology, trade and labour as they evaluate how they might be affected by the degree of change in global trade rules as well as the impacts of advanced technology.
Refresh and reinvent.
Update legacy processes and digital infrastructure for greater agility. Implement advanced analytics and automated compliance tools and foster cross-functional collaboration to improve inventory management, sourcing strategies, and scenario planning. Leaders might rethink “make versus buy” strategies, pursue supply chain re-localisation, and adopt new technologies such as blockchain and automation. They can invest in structural changes and talent development to create a future-ready organisation capable of thriving amid ongoing disruption.
Tailored Approaches to Operational Challenges
While the strategic imperatives for resilience and transformation can span all sectors, industry-specific challenges may require more tailored responses. In automotive, for example, nearshoring, onshoring, and advanced sourcing strategies are gaining traction to mitigate supply chain risks, while life sciences organisations are experimenting with digital twins and new R&D models to accelerate innovation and boost operational flexibility.
Recognising these targeted waves of action underscores the need for leaders to customise their playbook, drawing on the distinct levers most relevant to their sector — from technology adoption to geographic repositioning — to help develop solutions that can be both effective and sustainable in today’s dynamic environment.
Adaptable, tech-powered operating models are quickly becoming a hallmark of organisations that are leading in a time of uncertainty. Rather than relying on static protocols or legacy systems, executive teams at these organisations often champion agile structures — centralising critical intelligence through dynamic command centres and leveraging real-time data flows to inform compliance, risk management, and day-to-day operations.
With advanced analytics and automated tools, leaders can move beyond reactive mitigation and gain a continual, granular view of evolving regulatory and market dynamics, enabling smarter, faster decisions at every level.
Many organisations are also fostering resilience through expanded collaboration and bold talent strategies. By forging stronger alliances along the supply chain and across industries, businesses are building more responsive networks that can quickly absorb shocks.
Efforts are also under way in many organisations to develop cross-functional talent and empower teams to take ownership of complex issues as they emerge. Governance models are evolving as well, with a focus on transparency and rapid cross-unit co-ordination.
Together, these shifts are helping position organisations to unlock new sources of value, adapt quickly to new realities and thrive as the global landscape continues to change. Ultimately, organisations that embrace adaptability and lead with foresight in the near term are likely to define the competitive edge and resilience of the future global marketplace.
David Yaros is principal, Deloitte Tax LLP, U.S. Indirect Tax leader and US Firm’s Tariff Strategic Growth Market Leader.
As published in the 6 November 2025 edition of the WSJ CFO Journal.
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