The new supply chain playbook: How leaders are responding to cost pressure and volatility

Global supply chains are entering a new era – one that looks very different from the disruption cycles of the past. What were once isolated shocks have hardened into structural shifts. Geopolitical friction is redrawing trade flows. Policy shifts are adding unpredictable costs. Labor shortages are constraining output. And inflation-driven expenses are squeezing margins worldwide. 

Our latest research with Reuters Events, surveying more than 450 senior supply chain professionals, shows just how profoundly the ground has shifted. The findings point to a sector under sustained strain – but also one building a new playbook for leadership. 

Volatility as the baseline 

Executives are no longer preparing for a “return to normal.” Volatility is now the baseline. Political tension and regulatory change dominate the risk agenda, with sharp increases since 2024, while very few leaders feel fully prepared to manage them. 

This shift is more than a headline risk. It is reshaping sourcing strategies, tariff exposure, and multimillion-dollar network decisions. In this environment, supply chains can no longer be planned around a single “most likely” scenario. Leaders need real-time visibility, flexible contracts, and technology that can model multiple outcomes before disruption hits. 

Cost control with precision 

The other defining theme is cost. Virtually every executive we surveyed said they are struggling to control expenses, and cost reduction has now overtaken resilience and sustainability as the industry’s top priority. 

But leaders know you can’t cut your way to competitiveness. What stands out is how they are targeting cost discipline: consolidating freight, tightening contracts with trusted carriers, digitizing customs and documentation, and using warehouse automation to increase throughput without increasing footprint. 

The focus is on removing waste without eroding the compliance, speed, and visibility customers demand. Those who strike this balance are not just surviving volatility – they are turning efficiency itself into competitive advantage. 

Technology as the operating model 

Despite cost pressures, most companies are increasing their investment in technology. The message is clear: digital transformation is no longer optional – it is the operating model. 

Transport Management Systems (TMS) are now seen as the backbone of global forwarding, unifying rate management, carrier allocation, invoicing, and compliance into one environment. Warehouse and fulfillment systems are being digitized to manage tighter inventory and faster throughput. And documentation is being automated to cut delays and reduce regulatory risk. 

AI is amplifying these gains – from detecting anomalies in shipments, to recommending routing or compliance actions, to reallocating inventory in real time. Companies embedding these capabilities into daily operations are making faster, smarter decisions and building resilience as they go. 

The opportunity ahead 

Yet the research also reveals a major paradox. Nine in ten companies plan to roll out new tools in the next 18 months, but only a small minority report that their systems work seamlessly together. Fragmentation, data silos, and skill gaps are limiting the return on investment — leaving much of the potential efficiency still on the table. 

The lesson is clear: volatility isn’t going away, and fragmented systems won’t deliver the agility global trade now demands. Forwarders that act decisively – simplifying architectures, embedding digital execution, and building resilience into their networks – will be the ones to set the pace for the industry. 

Our new report explores these challenges in detail and lays out the four priorities that will define the next era of logistics leadership. It’s a practical playbook for building leaner, smarter, and faster supply chains in 2026 and beyond.