U.S. Supply Chains Brace for Strategic Shifts Amid Policy, Labor & Tech Upheaval
- Evan Porter
- 7 days ago
- 3 min read
As the second half of 2025 begins, supply chain leaders are facing a complex web of challenges—from rising tariffs and tech disruptions to workforce gaps and environmental expectations. And while no one issue dominates the agenda, one thing is clear: the strategies that worked even two years ago no longer guarantee resilience.
Several supply chain stakeholders and regional development leaders shared insights with The Supply Chainer on the shifts they believe companies can’t afford to ignore.
Sustainability Moves from Side Project to Core Strategy
“At the Maryland Port Administration and Port of Baltimore, we’re balancing our core mission of growing waterborne commerce with forward-thinking, environmentally sustainable solutions,” said Richard Scher, Director of Communications, Maryland Port Administration.
“That’s why we’re advancing our work under the U.S. EPA’s Clean Ports Program — acquiring more than 200 pieces of zero-emission equipment and charging infrastructure, upgrading our electrical grid, and replacing outdated diesel engines. This will reduce carbon dioxide emissions by 35% compared to 2020 levels. Establishing an effective balance of commerce and the environment is not mutually exclusive. Supply chains that work closely with their customers, environmental partners, and local communities can create a shared path forward.”
Reshoring Gains Ground as Tariff Pressure Mounts
The environment is just one piece of the transformation. Manufacturers, especially those with large U.S. customer bases, are being pushed to rethink how and where they produce.
“In the back half of 2025, we’re seeing a real inflection point: manufacturers with a strong U.S. customer base are accelerating plans to localize production,” said Michelle Comerford, Project Director and Industrial & Supply Chain Practice Leader at Biggins Lacy Shapiro & Co.
“With tariff uncertainty rising and high shipping costs, companies that once served the U.S. market through imports are now making the case to invest domestically. The move isn’t just about avoiding risk—it’s about gaining control, proximity, and responsiveness. In many cases, automation and process improvements are tipping the scales, making U.S.-based operations more competitive than they were even a few years ago.”
Digital Tools Won’t Fix the Workforce Gap Alone
But as AI and automation take deeper root, a persistent issue remains: workforce capability and readiness. Multiple leaders noted that the talent pipeline is under pressure, particularly as technology outpaces traditional training models. “Supply chain leaders can’t afford to overlook the growing disconnect between what employers need and what the workforce is trained to do, especially as AI, automation, and reshoring continue to accelerate,” said John Loyack, Vice President of Economic Development, North Carolina Community College System.
“That’s where we’re focused. Through the ApprenticeshipNC, NCEdge customized training, and BioNetwork programs, our colleges partner directly with businesses to upskill workers, design flexible training schedules, and deliver exactly what’s needed, when and where it’s needed. Leveraging the full strength of the North Carolina Community College System, our Economic Development programs act as the connector, helping industry stay ahead of change and keeping North Carolina competitive.”
Meanwhile, digital transformation—still uneven across regions and sectors—is becoming a make-or-break factor in maintaining operational agility.
“One critical shift we cannot afford to overlook in the second half of 2025 is the acceleration of AI-driven decision-making across the supply chain,” said Ivan Barrios, President & CEO, World Trade Center Miami.
“As volatility continues—from geopolitical tensions to climate-related disruptions—companies must leverage predictive analytics and machine learning not just for efficiency, but for resilience. This means investing in real-time visibility tools, rethinking legacy systems, and prioritizing agility over optimization.”
“One key issue supply chain leaders can’t overlook in late 2025 is the growing talent and skills gap driven by digital transformation. As automation, AI, and data integration reshape operations, the workforce must evolve just as quickly. Investing in upskilling, cross-functional training, and change management is no longer optional—it’s essential to ensure technology adoption actually delivers value. Global organizations like World Trade Centers Association can help leaders address this challenge by connecting businesses and sharing best practices to accelerate workforce readiness. Companies that fail to align their people strategy with their tech strategy risk falling short of transformation goals.”
As 2025 unfolds, the most adaptive supply chains may not be the biggest or most automated, but those able to blend people, process, and policy into a coherent, forward-looking strategy. The coming months will test not just operational capacity, but leadership foresight.
If you’re a supply chain expert with a story to share - we’d love to hear from you. Reach out at editor@thesupplychainer.com
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