Building Resilient Supply Chains in a Volatile World
David Boosey · Posted on: September 3rd 2025 · read
How Tech CFOs Can Strengthen Operational Agility Amid Global Disruptions
If the last few years have taught CFOs anything, it’s that what once felt like rare “black swan” events are quickly becoming part of the new normal.
From the COVID-19 pandemic to geopolitical tensions and climate disruptions, global supply chains (especially in tech) have faced unprecedented stress tests. We’ve seen how disruption in one part of the world can ripple across the globe, and in doing so, halt production, squeeze margins, and shake customer trust.
CFOs today are no longer just financial stewards; they’re architects of resilience. The strengthening of supply chains is now a board-level priority and finance sits at the centre.
Building resilient supply chains must also align with ESG goals. Supply chain resilience isn’t only about operational survival. ESG and resilience are deeply connected, as diverse supplier networks can support local economies and reduce environmental impact and transparent, traceable supply chains promote better governance and stakeholder trust.
Why Resilience Now Sits in the CFO’s Court
Traditional supply chains were built for efficiency: lowest cost, just-in-time delivery, lean inventories. These assumptions crumbled when borders closed, shipping containers disappeared, and critical inputs became scarce. For CFOs, this translated into working capital strain, lost revenue, rising procurement costs and reputational damage.
The mandate has shifted.
Finance leaders are now being asked to weigh risk, not just return. Resilience, like cybersecurity, has become an investment, not a cost. CFOs are uniquely positioned to lead this shift.
Three Strategies to Build Resilient Supply Chains
The pandemic exposed overreliance on specific regions, particularly in Asia, for components like semiconductors and rare materials. That level of concentration is now a clear vulnerability. CFOs are playing a critical role in rebalancing supplier networks, encouraging nearshoring or reshoring where feasible, and developing contingency partnerships. The goal isn’t to exit global supply chains, but to create strategic flexibility and reduce exposure. By diversifying, it can also help meet your organisation’s ESG objectives by reducing carbon-intensive shipping routes and promoting local sourcing.
True resilience isn’t about forecasting the future perfectly. It’s about being ready for multiple futures. Scenario planning and risk modelling have become core tools for strategic finance teams.
What happens if Taiwan becomes inaccessible? If the Red Sea is blocked for a month? If EU–UK trade friction escalates or new tariffs hit core imports? Or if your logistics partner is hit by a cyberattack?
CFOs are using digital twins and predictive analytics to test these “what if” scenarios. This allows for proactive financial planning, not just reactive rushing.
For years, lean operations maximised ROI. But hyper-efficiency can quickly become fragility. Today’s CFOs are building “just-in-case” capacity to absorb shocks. This might involve holding more inventory of essential components, securing alternate shipping routes, or maintaining active relationships with backup suppliers. Yes, it requires capital, but it buys insurance against lost sales, expensive fixes, rushed procurement, and reputational damage. CFOs can own a shift from "just-in-time" to "just-in-case" thinking, without sacrificing competitiveness.
Technology’s Role
CFOs are leaning on digital tools to improve visibility and agility. Real-time analytics, predictive dashboards, and risk-mapping platforms are becoming essential.
Real-time analytics allow CFOs to monitor global supply disruptions as they happen and adjust procurement or production accordingly. These technologies are helping CFOs move from reactive firefighting to proactive strategy, and ensuring that resilience initiatives are measurable, trackable, and scalable.
Partnering with CIOs and COOs, finance leaders are ensuring that tech investments directly support resilience, especially in areas like supplier transparency, risk mapping, and early warning systems.
From Cost Centre to Competitive Advantage
"Resilient supply chains aren’t just about surviving disruptions—they’re a way to win. Companies that can adapt quickly gain market share when competitors stumble. The upfront investment pays off in continuity, customer loyalty, and a stronger reputation."
The CFO’s New Mandate
CFOs now sit at the intersection of finance, operations, and risk. Supply chain resilience is no longer just a logistics issue…it’s a strategic, financial, and reputational one. Forward-thinking CFOs are using this moment to lead beyond the balance sheet, reshaping global operations with foresight and flexibility. In a world defined by volatility, resilience isn't a reaction, it's a design principle.
At MHA, we help tech CFOs across the UK and beyond build agile, risk-aware strategies that bring financial discipline together with operational strength.
If you're rethinking your supply chain model, our team is here to help.
