2026 STABILITY HAS RETURNED, CERTAINTY HAS NOT

In a volatile world, supply chains will compete on intelligence, collaboration, and responsibility-not size

- By Prajakta Karnik

As the global economy moves toward 2026, supply chains stand at an inflection point—appearing stable on the surface, yet operating within a far more complex and demanding reality. After years of unprecedented disruption, a measure of equilibrium has returned. Freight rates, particularly in ocean shipping, have cooled from their historic highs. Inventory imbalances that once strained working capital have eased across many industries. Infrastructure investments launched during crisis periods are beginning to deliver measurable efficiency gains. For many organisations, the immediate sense of emergency has passed.

However, this relative calm should not be mistaken for certainty. Beneath the surface, global supply chains remain under constant pressure. Geopolitical realignments, intensifying trade protectionism, climate-driven disruptions, cyber vulnerabilities, and rapidly shifting consumption patterns have become permanent features of the operating environment. These forces are no longer isolated shocks to be managed episodically; they are systemic conditions that shape daily decision-making. As a result, the way supply chains are designed, governed, and evaluated has fundamentally changed.

The pursuit of speed and cost optimisation alone is no longer sufficient. Recent years have exposed the fragility of models built on efficiency without resilience. In their place, a more holistic approach is emerging—one that prioritises adaptability, risk preparedness, sustainability, and service reliability alongside traditional cost metrics. Supply chains are increasingly being assessed through a “total value” lens, balancing operational precision with long-term continuity and customer trust.