The era of “set it and forget it” supply chains is over.
The challenges are immense, but they are not insurmountable. The path forward requires a fundamental shift in mindset—from reactive crisis management to proactive, strategic resilience-building.
In a post-pandemic world, it’s no longer a question of if your supply chain will face disruption, but when.
Business leaders have weathered an unprecedented storm of challenges, from global health crises and port congestion to geopolitical conflicts and extreme climate events. The volatility has been relentless. Now, the question isn’t what went wrong—it’s how we ensure we’re ready for what’s next.
For leaders in fashion, apparel, and fast-moving consumer goods, building a supply chain that bends without breaking is paramount. The old models are no longer sufficient. We need to design for resilience, agility, and sustainable growth. This article outlines the critical challenges facing the textile industry and provides actionable strategies to future-proof your operations based on a recent masterclass hosted by The Fashion Network with leading experts:
- Keith Gaskin: Supply Chain Management Consultant at ShiftX
- Geoff Shucksmith: Supply Chain Consultant
- Adam Wood: Chief Commercial Officer at Barbourne Brook
- Gareth Jones: NED, Country Manager at WETEX Manufacturing
The Modern Minefield: Key Challenges Disrupting Supply Chains
Today’s supply chain is a complex web of interconnected risks. Understanding these threats is the first step toward building resilience. This panel of experts identified several key areas of vulnerability that demand immediate attention:
1. Geopolitical Hotspots and Trade Friction
Global trade routes are increasingly fragile. As Geoff Shucksmith, a seasoned Supply Chain Consultant, highlighted, major arteries of sea freight are under constant threat. “We’re seeing disruption across key global hot spots, including the Red Sea, the Persian Gulf, the Straits of Malacca, and the Panama Canal,” he noted. These chokepoints, combined with tariff changes, evolving trade deals, and regional conflicts, create a landscape of continuous uncertainty. Brexit, for instance, continues to cause "friction across the north" for many companies, adding layers of cost and complexity.
2. Rising Costs and Demand Volatility
Freight and shipping delays are now commonplace, but their knock-on effect is a sharp rise in logistical costs. Keith Gaskin, Co Founder of ShiftX UK, specializes in bringing transparency to ocean freight. He emphasized the need for accurate forecasting to secure favorable terms, a task made difficult by unpredictable consumer demand. Businesses are caught between absorbing rising costs and passing them onto consumers, all while trying to predict purchasing habits that have become increasingly erratic since 2020.
3. Intensifying Compliance and Regulatory Scrutiny
The regulatory environment is becoming more stringent. Adam Wood, Chief Commercial Officer at Barbourne Brook, pointed to the increasing focus on customs compliance. “HMRC will have AI and digital tools far more advanced than any of us do, and they’ll be using that to scrutinize what’s going on,” he warned. Furthermore, environmental regulations are tightening. As Geoff Shucksmith explained, products imported into the EU will soon need to come from sources certified as deforestation-free, adding another layer of sourcing complexity for the fashion industry.
Forging a Resilient Future: Actionable Strategies for Your Business
Navigating these challenges requires more than just reactive problem-solving. It demands a proactive, strategic redesign of how we manage our supply chains. In conversation, four seasoned experts shared their blueprints for building operations that can withstand future shocks.
1. Master Your Data Through End-to-End Visibility
You cannot manage what you cannot see. The foundational step to building resilience is achieving complete supply chain visibility. “The most important thing is to map your supply chain, end-to-end, with every single logistics node touch point,” advised Geoff Shucksmith. This means going beyond your tier-one suppliers to understand the entire ecosystem.
Digital tools are essential here. Keith Gaskin explained how ShiftX helps clients by “managing their purchase orders, interfacing with their system on an API, and putting them in control of their purchasing.” This level of visibility allows for scenario modeling and “what-if” analysis, enabling leaders to make informed strategic decisions rather than panicked operational ones. Adam Wood added that accessing customs data is crucial for understanding “the true cost of your supply chain and where the areas for improvement are.”
2. Rethink Your Network: Near-Shoring and Diversification
The logic of a globalized, cost-optimized supply chain is being re-evaluated. “Shortening the supply chain from point-to-point” is now a key strategy, according to Geoff Shucksmith. This includes exploring near-shoring opportunities in Europe—citing Spain, Portugal, and Turkey—to bring production closer to the end customer.
This isn’t just about reducing lead times; it’s about agility. Gareth Jones, Country Manager for WETEX Manufacturing, noted that a diversified supplier base is critical. Relying on a single region or manufacturer is a high-risk strategy in today’s world. By spreading production, you mitigate the impact of localized disruptions, whether they are political, economic, or environmental.
3. Embrace “Hyper-Collaboration” with Stakeholders
In a fragmented world, collaboration is your superpower. Geoff Shucksmith urged leaders to “hyper-collaborate with internal and external stakeholders.” This means breaking down silos between your own departments—from design and procurement to finance and logistics—and fostering transparent, partnership-based relationships with your suppliers, freight forwarders, and even your customers.
Keith Gaskin highlighted the power of collective action, such as collective procurement, to secure better terms with shipping lines. When businesses work together, they create a more stable and predictable environment for everyone. This collaborative mindset must extend to managing returns, a growing challenge that can be optimized through shared intelligence and infrastructure.
4. Instill a Culture of Proactive Auditing and Awareness
Resilience is not a one-time project; it is an ongoing practice. Gareth Jones offered a final piece of practical advice: “Carry out a critical audit of your supply chain on a regular basis. Read the news, keep your eyes on what's happening globally, and try to assess how that's going to affect your supply chain.”
Leaders must foster a culture of awareness within their organizations. This includes staying informed about geopolitical shifts, regulatory changes, and emerging technologies. As Gareth concluded, when you enter a minefield, “get advice from people who really know what they’re doing.” Don't be afraid to lean on external expertise to navigate complexities like customs, trade law, and logistics.
Your Call to Action: Invest in Stability
The era of “set it and forget it” supply chains is over. The challenges are immense, but they are not insurmountable. The path forward requires a fundamental shift in mindset—from reactive crisis management to proactive, strategic resilience-building.
For every designer, supplier, and retailer in the textile marketplace, the message is clear: the most valuable investment you can make is in the stability of your supply chain.
Invest the time to map your network. Invest the resources to gain true visibility. Most importantly, invest in your relationships.
Collaborate with and support your stakeholders, from the factory floor to the final customer. By working together to build a more transparent, agile, and robust ecosystem, we can create supply chains that not only withstand disruption but emerge stronger on the other side.
About the Panelists:
- Dale Hicks, the co-founder of the Fashion Network and the host moderator for the session.
- Keith Gaskin: Supply Chain Management Consultant at ShiftX
- Geoff Shucksmith: Supply Chain Consultant
- Adam Wood: Chief Commercial Officer at Barbourne Brook
- Gareth Jones: NED, Country Manager at WETEX Manufacturing
