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Supply Chains After the Tariff Shock: Why “Just-in-Case” Became the New Business Model

  • Oliver Unzoned Media
  • Jan 14
  • 2 min read

Updated: Jan 20

Modern business learned the hard way that “efficient” and “fragile” are often the same thing.


Supply chains are being reshaped by policy uncertainty, tariff threats, and chokepoints that look geopolitical until they hit your P&L. In 2025, shippers reworked sourcing networks and rushed imports ahead of planned tariffs, driving surges in cargo volume at major U.S. ports. The behavior was rational: when policy becomes unpredictable, inventory becomes insurance.



And the chokepoints aren’t going away. One of the most strategic trade corridors on Earth—the Panama Canal ports—has become part of a broader geopolitical tug-of-war with real implications for who controls critical logistics infrastructure.


That’s why “just-in-case” is now a business model, not a temporary tactic. Companies are:

  • holding more safety stock,

  • diversifying suppliers across regions,

  • contracting for flexibility (not just price),

  • investing in visibility tools and forwarder relationships,

  • treating ports, rail, and trucking as strategic dependencies.


The CFO translation: expect working capital to stay heavier. If you’re still forecasting the leanest inventory levels as your “optimal” state, you may be optimizing for a world that no longer exists.


The competitive advantage moves upstream: sourcing teams become risk teams, procurement becomes policy-aware, and logistics becomes a board-level topic when delays can crush customer trust.


For OUM readers, there’s a development angle too. Warehousing, cold storage, and last-mile industrial are not just “real estate sectors.” They’re resilience infrastructure. The winners will be markets that can approve industrial capacity, connect it to transportation corridors, and build energy-ready sites without endless friction.


In 2026, supply chain resilience is not a moral virtue. It’s the price of staying in business.


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