At SCALA’s recent 22nd Annual Supply Chain Debate, over 150 supply chain professionals gathered to explore whether globalisation is still a viable model for supply chain resilience and growth, or whether businesses should be rethinking their strategies in response to shifting global dynamics.
Alongside real-time polling and interactive discussion, our panel of expert industry speakers offered four distinct perspectives on the future of global supply chains. Here’s what they had to say…
Tiger Wang: Global supply chains aren’t dead – they’re adapting
Kicking off the debate, our very own Tiger Wang, chairman of Ocean Business Group and co-chair of SCALA China, made a compelling case for the enduring value of globalisation.
He acknowledged the impact of tariffs and geopolitical tension, particularly the wide-ranging tariff war initiated by the United States, which he said has “effectively hit the pause button on global supply chain integration, severely disrupting international trade flows and economic stability.”
However, he was clear that globalisation is not ending – rather, it is evolving.
“The most rational approach is to diversify sourcing and manufacturing footprints, and do not put all your eggs in one basket, but don’t discard the original basket altogether either.”
Tiger called for businesses to rebalance efficiency and resilience, accepting moderate trade-offs to mitigate risk. He also urged governments and businesses to work together, advocating for diplomatic engagement and open, transparent dialogue to avoid further disruption to global trade.
Jennifer Smiley: Managing volatility through collaboration and agility
Jennifer Smiley, head of customer supply & logistics at Jordans Dorset Ryvita, provided a boots-on-the-ground perspective from the grocery sector.
Drawing on the VUCA model (volatility, uncertainty, complexity, ambiguity), Jennifer highlighted the four biggest challenges faced by her business in recent years: Brexit, COVID-19, geopolitical instability, and sustainability.
From sourcing heat-treated pallets to switching oil ingredients mid-crisis, she outlined how her team responded rapidly to fast-changing scenarios – with collaboration, cross-functional agility, and a strong “network of knowledge” vital to success.
“Being flexible, agile and being able to move very quickly and having that internal knowledge and experience of doing it before is what made the difference.”
Kirsty Lantos: Supply chain strategy should chase growth – not follow tradition
Next up was Kirsty Lantos, COO at Tangle Teezer, who shared how the iconic haircare brand evolved its supply chain strategy during a period of rapid global growth.
Tangle Teezer made the decision to move from its UK-based manufacturing model to globalise production, supporting market expansion – particularly in the US and China. Kirsty emphasised that, for Tangle Teezer, the move was not about cost-cutting, but about cultivating scalability and speed and serving customers better.
“It wasn’t about offshoring to save cost, it was about offshoring so that we could actually get the product out to the customer and to the retailer quicker.”
Kirsty also noted a cultural shift: where once consumers were less aware of product origin, today many are more conscious – but only a small minority change purchasing behaviour based on this alone.
Professor John Manners-Bell: Globalisation isn’t done – but it’s no longer dominant
Closing the panel was Professor John Manners-Bell, founder of the Foundation for Future Supply Chain and author of The Death of Globalization. While many may have expected him to argue that global supply chains are over, his perspective was more nuanced.
Referencing his research, John examined the structural forces reshaping the supply chain landscape – including political populism, cyber threats, and the rising cost of energy. He argued that globalisation is no longer the dominant model, but it continues to coexist with alternatives such as nearshoring, localised manufacturing, and circularity.
“Globalisation has peaked and we’re now into an era where we’re going to see different models being used – a hybrid of local sourcing, regional sourcing and global sourcing depending on the products, the business and the geography.
Looking ahead
Taken together, the panel offered a powerful reflection of an industry in transition. Whether advocating for adaptation, collaboration, localisation, or innovation, each speaker underscored the same core principle: supply chains must now be built for flexibility, resilience, and strategic responsiveness.
At SCALA, we work with businesses across sectors to navigate this complexity – helping them assess risk, reconfigure supply networks, and design future-ready strategies.
To explore how we can support your supply chain transformation, please get in touch.
