Strengthening supply chains: Growing Global

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Economic outlook

Global supply chains, a miracle of modern technology and organisation, have spearheaded globalisation and allowed the world to grow at an increasingly faster pace since 1995 . However, they have been under consistent and increasing stress for nearly a decade now. From global trade wars to a series of high-profile military conflicts, global trade has faced consistent and serious disruption on many fronts.

The 2025 trade war, in particular, was expected to increase stress in global trade. The anticipated impact didn’t materialise, however. Trade volumes remained fairly stable and supply chains continued to operate efficiently. The closure of the Strait of Hormuz, on the other hand, dramatically changed that particular calculus. The New York Fed’s Global Supply Pressure index reached near-record levels since 1998.

Supply chain pressures are more pronounced in Asia, which is facing bigger shortages as a result of the closure of the Strait of Hormuz. They are lower in Europe, despite the continent’s dependence on energy imports.

Our House View is that despite tensions, the broad economic backdrop remains supportive enough for corporations to continue to outperform in terms of earnings and profit margins. Supply chains are under pressure, to be sure, but they are still delivering. However, continuation of the closure of the Strait of Hormuz beyond 2-3 months since it began could worsen the consequences for 2026 and spill over into 2027, moving the needle towards more adverse economic scenarios.

- George Lagarias, Chief Economist, Forivs Mazars in the UK

An integrated approach to managing global expansion risk

While the key challenges of international expansion - spanning compliance, tax, technology and a step-change in supply chain complexity - may appear manageable in isolation, they are deeply interconnected. When necessary, steps are mistimed or omitted, these factors can quickly increase complexity and risk.   

Focusing on operations, compliance and technology, the report outlines how organisations can effectively restructure their supply chains to support international growth. It highlights practical approaches that lead to success, the missteps to avoid and the issues that most often require sustained management focus. 

Supply chain priorities for UK businesses  

Insights from the UK C‑suite barometer 2026 reveal that international expansion ranks among the top three strategic priorities for UK executives, driving the need for supply chains that can support international growth while managing complexity, risk and compliance.

Technology investment is the top supply chain priority for UK leaders

• As supply chains scale across borders, leaders are prioritising digital capability to manage risk, improve visibility and maintain control across complex networks. Access to reliable data and insight beyond tier one suppliers is becoming essential to support informed decision-making, anticipate disruption and enable supply chains to scale with confidence.

UK leaders identify compliance with local laws, regulations and tax requirements as the biggest challenge to international expansion.

• International growth brings scale and opportunity, but it also introduces greater regulatory complexity across supply chains. Successful supply chains depend on integrated compliance frameworks that are embedded into everyday operations and can adapt to ongoing change. For organisations that get this right, international compliance can become a source of competitive advantage rather than friction.

Key findings from the report

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