Building supply chain resilience in uncertain times

To navigate these challenges, organisations are reimagining their approach to supply chain management. Here, the traditional transactional model is rapidly evolving into a more strategic, integrated framework – one that demands agility, foresight, and technological innovation, all essential for enhancing supply chain resilience. 

“Supply chains are increasingly becoming extensions of organisations, particularly in the rapidly changing environment we are experiencing now. There is no one-size-fits-all solution when it comes to managing geopolitical disruption, market volatility, logistics disruption or the implications of regulatory change,” explains Olga Bezhentseva, who leads Energy & Infrastructure Risk Consulting at Forvis Mazars. “We’re seeing more supply chain leaders brought closer to strategic decision making, because the successful management of supply chains depends on their expertise and strategic assessment of future options.” 

Research from the C-suite barometer 2026 indicates that supply chains are a strategic priority for senior executives. However, global uncertainty, regulatory complexity and economic headwinds are creating growth challenges for companies in 2026. This reflects the increasingly systemic nature of disruption, where businesses are managing a convergence of pressures rather than a single isolated event. 

It is therefore vital that business decision-makers recognise that supply chain resilience hinges on strategic adaptability. 

“Supply chain management needs to underpin a company’s strategy delivery,” says Bezhentseva. “Defining strategy focused on sustainable growth and innovation is key for the C-suite, but supply chains are seen as critical enablers.” 

The current supply chain landscape: beyond transactions

In the current risk environment, Olga Bezhentseva outlines five key strategic imperatives to ensure organisations can deliver on their defined priorities and bolster supply chain resilience. 

Comprehensive scenario planning

This is essential to understand the full impact of various events, such as geopolitical conflict, route disruption, commodity price volatility, sanctions, regulatory intervention and broader market fragmentation, on business and supply chains. “Scenario planning is no longer a one-off exercise,” says Bezhentseva. “It must be a regular, data-driven process that involves multiple stakeholders across the organisation.” 

This is particularly relevant in today’s environment, where disruption is often compound rather than singular. “What I’m seeing globally is that to future-proof your business, experts are urging the C-suite to engage in continuous scenario planning. It’s scenario after scenario, but it must be done intelligently, supported by comprehensive data analysis,” says Bezhentseva. 

This means bringing together legal teams, operations experts, financial strategists, and supply chain managers to conduct holistic risk assessments. The goal is to create multiple potential response strategies that can be quickly activated when disruptions occur, enhancing overall supply chain resilience. 

Technological integration

The UK C-suite barometer 2026 reveals that integrating technology is the top supply chain investment priority for UK C-suite leaders. This reflects a broader shift in modern supply chain management, which is increasingly dependent on technological capabilities and data integration in the end-to-end supply management lifecycle. More organisations invest in data analytics, artificial intelligence (AI), and advanced inventory management systems to gain deeper visibility into their supply management options, which is vital for building supply chain resilience. 

“Technology enables organisations to gain a deeper understanding of their immediate and extended supply chains, manage logistics across jurisdictions, and develop mitigations against emerging risks,” says Bezhentseva. 

This visibility remains a concern. “Most large organisations know their tier-one suppliers,” she adds. “But visibility and understanding of suppliers significantly drop off when it comes to tier two and beyond. It’s an area where technology can help inform better decision-making and quickly adapt to changing circumstances.” 

Supply chain stakeholder relationship management

The future of supply chain management goes beyond transactional relationships. Organisations must develop more collaborative, supportive approaches with their suppliers to enhance supply chain resilience. 

“Fostering collaboration with suppliers pays off in the long term and helps navigate during times of crisis. This might mean providing financial support to suppliers facing difficulties, developing longer-term contracts, or helping smaller enterprises navigate challenging regulatory environments,” says Bezhentseva. 

Many SMEs are being affected by rising input costs, freight volatility, delayed shipments and regulatory complexity, and in some cases these pressures may threaten financial viability. This raises an important question: how willing are larger companies to support their supply chains? Are they considering developing alternative scenarios, such as creating partnerships through challenging times? 

“Organisations need to move away from being one-off customers and instead focus on building sustainable operating ecosystem within their supply chain. This means investing in long term relationships, maintaining open conversation with supply chain partners and embedding the supply chain as a core part of the organisation's fabric.” 

Skills and talent development

The profile of supply chain professionals is changing. Organisations need to recruit and develop talent capable of leveraging supply chain data analytics, understanding complex global regulations, and driving strategic decision-making, all essential for enhancing supply chain resilience. 

“The C-suite must think about the kind of resource pool they’ll need in the future,” says Bezhentseva. “Procurement and supplier onboarding aren't enough on their own. The focus should now be on developing a pool of talent capable of being flexible and adaptable to the ever-changing environment, able to utilise data and AI solutions to inform short-term and longer-term decisions.” 

Sustainability and ethical considerations for a resilient supply chain

Despite political pushback, ESG considerations remain crucial in defining supply chain strategy. This includes not just environmental sustainability but also human rights considerations across all supplier tiers. 

The regulatory environment related to supply chains is moving towards greater transparency and accountability. Even jurisdictions that historically didn’t prioritise human rights are now developing more robust frameworks. 

“It’s important to highlight that we’re no longer purely looking at the supply chain to enable cost savings to drive companies’ growth or revenue, sustainable development is now a core focus. This includes a strong commitment to human rights and to net-zero targets, both of which remain embedded as key priorities in many corporate strategies today.” 

Conclusion: Supply chain resilience is key

In today’s volatile business environment, supply chain resilience is key. Regular, comprehensive scenario planning is essential, but it must be complemented by a holistic assessment of the entire supplier ecosystem. This requires integrating real‑time data and technology, strengthening visibility beyond tier‑one suppliers, and embedding scenario outputs into strategic and investment decisions. Investing in technology for greater supply chain transparency, building flexible and supportive relationships with suppliers, and continuously reassessing and adapting business strategy are critical components of the company’s growth and supply chain resilience. 

“We need a truly holistic view of both the short-term disruptions and the long-term strategic responses through being crystal clear on jurisdictions, regulatory implications, and operational impacts – and then asking: Can innovation help? Are there substitutes? Is there a smarter and more efficient way to manage this?” says Bezhentseva. 

“All of that belongs within the framework of scenario planning, moving from a one-off exercise to a dynamic, ongoing process that’s central to managing today’s supply chain challenges.” 

In an environment of constant uncertainty, organisations that combine dynamic scenario planning, technological insight, skilled teams and strong supplier ecosystems will be best positioned to turn disruption into competitive advantage.  

“Supply chain resilience doesn’t only involve managing risk, it's about turning potential disruption into a strategic opportunity for innovation and growth.”  

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