Sourcing is becoming less about finding the lowest-cost manufacturing option and more about building a supply chain that can withstand constant change. Tariffs, shifting trade policies, geopolitical instability, rising input costs and longer lead times are forcing companies to rethink where they manufacture, how they manage supplier relationships and how they assess risk. From increasing interest in nearshoring to greater visibility into landed costs and supply chain dependencies, industry leaders say flexibility—not simply cost—will be critical to navigating the next phase of global sourcing.

Here, industry executives discuss how companies are building the flexibility needed to respond to disruption heading into 2027.

For young apparel and accessories brands reliant on overseas production, shifting geopolitical sands present a constant moving target. Nick Prentiss, founder and CEO of elastic lace brand Bread, has learned to adapt quickly since launching the company three years ago. While rising tariffs and shifting trade policies directly impact landed costs, Prentiss argues that sudden policy changes—not raw costs—pose the greatest operational threat heading into 2027.

Sourcing Journal: Which geopolitical risks concern you most heading into 2027: tariffs, trade conflicts, regional instability or something else?

Nick Prentiss: As a company that sources frequently from overseas, tariffs have definitely been a topic of discussion. We’ve been adamant about maintaining strong supplier relationships, and those relationships have helped us maintain competitive pricing through a fairly tumultuous period.

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