CEOs & Procurement Leaders US-Canada - Tariff Response Strategies

YOU WERE TOLD THEY WOULD PAY. YOU ARE. But for the executives and business owners in my network, I think there is a more important question: What are you doing about it? Take Canada. Recent U.S. tariffs and Canadian counter-tariffs are hitting specific sectors with high new costs, including steel, aluminum, appliances, agricultural equipment, plastics, and other products. That means somebody inside a company is making decisions right now. Do you raise prices? Absorb the cost and take the margin hit? Renegotiate with suppliers? Shift sourcing? Redesign the product? Build more domestic capacity? Those are not political questions. Those are management decisions. And I think something bigger is happening. For decades, we taught executives to optimize supply chains for efficiency: lower costs, leaner inventory, fewer redundancies, just-in-time delivery. But what happens when the cheapest supply chain becomes the riskiest supply chain? Tariffs are only one variable. Add geopolitical instability, wars, shipping disruptions and rapidly changing trade relationships, and perhaps the executive playbook has to change. Maybe the next competitive advantage is not efficiency. Maybe it is optionality. The ability to change suppliers. Change markets. Change inputs. Change pricing. And do it before a disruption becomes a crisis. So I am curious about what is happening inside companies right now. CEOs, CFOs, procurement leaders, operators, and business owners: How are you handling tariff-related cost increases? Are you passing them through, absorbing them, renegotiating, or redesigning your supply chain? I would particularly like to hear from leaders doing business across the U.S. Canada border. 🎥 From The NEXT BIG THING with Keith D. Terry Watch the full episode on YouTube. https://lnkd.in/g6anCqmZ #Leadership #Strategy #SupplyChain #Tariffs #Business