Building Resilient Supply Chains Without Bloating Cost
The post-2020 reflex was to add inventory everywhere. The 2026 task is to put resilience where it pays — and only there.
Segment before you spend
Not every SKU deserves a second source. Segment the portfolio by margin contribution, supplier concentration, and disruption recovery cost. Resilience investment goes to the top quartile. Everything else stays lean.
Dual sourcing that actually qualifies
A second supplier on paper is not resilience. The qualification — running production volume, audited quality, a real PO history — is what makes the option exercisable in a crisis. Budget for the qualification, not just the contract.
Near-shore where unit economics work
Near-shoring is not a thesis; it is a calculation. Total landed cost including duty, lead time, working capital, and disruption probability. Where the math works (often: lower-volume, higher-mix, faster-cycling SKUs), move. Where it does not, stay and hedge.
Inventory as a strategic instrument
Hold buffer where the cost of stockout exceeds the cost of capital — not by default. Pair it with a visible drawdown trigger so the buffer does not silently become permanent working capital.
Related glossary terms
Background reading on the concepts referenced in this piece.
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