Recent developments in US tariff policy are disrupting the way global trade has operated for decades. While the mechanics of tariffs remain familiar, their use has fundamentally shifted. No longer just a tool to protect domestic industries from foreign competition or to raise revenue, they are now being used to significantly reshape global trade. This upending of long-standing norms has introduced new challenges, with organizations facing unpredictable changes that cut across supply chains, geographies, and sectors. The impact is far-reaching and complex, making one thing clear: Responding effectively is no longer the domain of trade or logistics functions alone.
Today’s tariff challenges demand a coordinated, multidisciplinary approach—one that brings together tax, legal, risk, supply chain, and finance leaders to navigate disruption and build long-term resilience.
But how can different functions collaborate effectively to tackle tariff uncertainty? What roles should each team take on? We’ve explored how tariffs are affecting different organizational functions and how C-suite leaders can transform the challenges posed by tariffs into opportunities for strategic realignment, increased resilience, and sustainable growth, even amid ongoing geopolitical flux.
Understanding the new complexities of global trade
Helen Cousineau, a managing director in Deloitte’s global trade advisory practice, says, “What we have today is a real paradox. On one hand, nothing new is happening. Tariffs are tariffs. We know how they work. On the other hand, a lot of the norms and expectations that organizations have relied on for years have been disrupted by recent developments.”
Many businesses are already feeling the effects of shifting trade policies and increasing uncertainty. For example, according to the Institute of Supply Management, new orders in the manufacturing sector fell for four months in a row starting in February 2025, with many survey respondents citing uncertainty about tariffs as a key factor.1
For businesses working across multiple geographies, the lack of clarity around tariffs makes it difficult to commit to investment and supply chain decisions. And the potential for retaliatory measures, which could disrupt long-established supply chains, may prolong the business uncertainty.
To respond effectively, organizations need to understand not just that a tariff exists, but what kind it is, how it’s enforced, and what it means for their specific situation.
C-suite leaders face a complex and unpredictable global trade landscape. Proactive strategies focused on diversification, risk assessment, supply chain optimization, and strong stakeholder relationships are vital for navigating tariff uncertainty and building resilient businesses.
Tariffs are poised to affect businesses of all kinds, regardless of size or industry. For some, the tariff landscape may feel like familiar territory. But others are facing a steep learning curve. For example, some sectors, such as pharmaceuticals, have long operated without the imposition of tariffs.
Even for sectors accustomed to working with tariffs, recent developments have changed some standard operating procedures. For example, previously standard rules on duty drawback no longer apply in many cases.
“Matters are complicated by the fact that not all tariffs are created equal,” says James Caldecourt, director and head of international trade at Deloitte UK. The word “tariff” covers a wide range of measures, each with its own rules, compliance requirements, and implications for business operations. In addition, the legal foundations behind different tariffs can vary widely, which affects how long they might be in place and how closely they need to be monitored.
That’s why a one-size-fits-all approach may be ineffective. To respond effectively, organizations need to understand not just that a tariff exists, but what kind it is, how it’s enforced, and what it means for their specific situation.
But navigating this evolving tariff landscape requires more than a basic understanding of the rules. With varying regulatory and legal requirements and enforcement mechanisms, organizations are facing a complex web of considerations, not limited to tax, trade, legal, supply chain management, and financial strategy. By embracing these considerations, C-suite leaders can not only navigate the complexities of the global regulatory landscape but also transform regulatory challenges into strategic opportunities for growth, differentiation, and long-term success. READ MORE
Source: deloitte.com
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