AI & ML
Responding to tariff disruptions With tariff disruptions becoming an increasingly common challenge for global supply chains and the landscape shifting from one day to the next, Natasha recommends focusing on exposure analysis:“ Understand which suppliers, materials and geographies – and, by extension, which products – are at risk. Then assess where costs can be absorbed, contracts renegotiated or sourcing shifted. If affected areas are locked in, look elsewhere in the portfolio for sourcing opportunities to offset the pressure.”
She emphasises the critical importance of proactive scenario planning:“ Build a‘ what-if’ muscle now, not later. As Warren Buffett once said,‘ Someone is sitting in the shade today because someone planted a tree a long time ago’. If your company wasn’ t prepared for today’ s tariffs,
“ Procurement must clearly articulate vision and signal innovation beyond traditional deliverables”
NATASHA GUREVICH, FOUNDER & CEO, CANDOR PROCUREMENT there may be little to do now, but history shows that some major disruptions happen every five to six years. Planning today builds resilience for tomorrow.”
When renegotiating with suppliers during disruptions, Natasha recommends an approach rooted in mutual problem-solving:“ Transparency, communication and trust are the keys that need to be nurtured well before disruption hits. In tough times, suppliers prioritise partners they trust. Build respectful, long-term relationships now, so that support is mutual when it counts.
“ Frame renegotiations as problemsolving, not cost-cutting. Openly share your pressures related to tariffs, inflation and regulatory shifts so you can jointly develop a solution. This approach will deepen partnerships.”
Effective scenario planning for future disruptions Given the likelihood of future tariff changes and other disruptions, Natasha recommends cross-functional risk assessment as a standard practice rather than a reactive measure.
“ Assemble cross-functional teams that include procurement, finance, risk and supply chain. Use real-time data to model outcomes, such as tariff hikes, exemptions, logistics shifts and stress-test sourcing strategies,” she advises.
Looking beyond immediate financial impacts, Natasha suggests:“ Don’ t just model cost – model risk, agility and resilience. Make it a habit,
86 June 2025