GLOBAL SUPPLY CHAIN STRATEGIES: CERTAIN UNCERTAINTY
Global trade faces mounting uncertainties, from shifting geopolitical tensions to the ever-present risk of natural disasters. To stay resilient, organizations must cultivate leaders with
F or supply chain and logistics professionals, “uncertainty is the devil,” says Alan Amling, a professor in the Global Supply Chain Initiative at the University of Tennessee, Knoxville. A lack of stability makes it dif cult to reach informed short-term decisions, let alone long-term, larger investments in physical locations or supply networks, where the economic implications extend beyond the next election cycle. Yet, uncertainty is the only certainty for the foreseeable future, Amling says, given the frequency of natural disasters, a uctuating geopolitical environment, and evolving immigration regulations. But there’s a bright spot: Even amidst the uncertainty, people will continue to need things and companies will continue to make and distribute products.
geopolitical expertise, enhance supply chain
redundancy, and leverage technology for faster, data- driven decision-making in an unpredictable landscape.
BY KAREN KROLL
March 2025 • Inbound Logistics 21
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