**New York**: Leaders at the NRF 2025 Big Show emphasise the need for supply chain professionals to adopt an ‘uncertainty mindset’ to navigate disruptions. Strategies include enhanced collaboration, diversified sourcing, and leveraging technology, amidst ongoing challenges since the COVID-19 pandemic.
Supply chain professionals are being encouraged to embrace uncertainty as they work towards creating more agile and resilient supply chains. This theme emerged prominently during the NRF 2025 Big Show session titled “Supply Chain 2025: Building Resilience for the Next Era,” where industry leaders shared insights on navigating the complexities of modern supply chain management.
Abir Thakurta, Vice President of Supply Chain at Havertys, addressed the ongoing challenges that have persisted since the onset of the COVID-19 pandemic, stating, “It’s been a relentless five years since COVID, including wars and other factors, so as a supply chain industry, uncertainties are going to be certain.” He emphasised the need for professionals to adopt an “uncertainty mindset” to better outmanoeuvre both disruptions and competitors. Thakurta noted that by preparing for uncertainties, organisations can transform challenges into opportunities for competitive advantage.
The importance of proactive communication and meticulous planning was highlighted by Thakurta as essential tools for success. He elaborated on the development of “playbooks” that involve leveraging technology to enhance processes with the aim of ensuring all stakeholders, from factories to logistics partners, are equipped to respond effectively to disruptions. “We’ve created playbooks around the technology that supports our processes, as well as our factories’ and logistics partners’ technology,” Thakurta stated, outlining the need for collective action when disruptions occur.
Sean Barbour, Senior Vice President of Supply Chain at Macy’s, further reinforced the need for strong collaboration across all levels of the supply chain, including relationships with internal departments, suppliers, and partners. He explained, “The importance of collaboration has only grown. We’ve spent a lot of time building relationships with the finance team, the merchant team, the stores team, etc. That communication allows us to make fast decisions.” Barbour urged that understanding the motivations of each stakeholder is critical to fostering successful partnerships. “If it’s just a transactional relationship, that’s all it will ever be — and that will never take us through disruption,” he remarked.
Shifts in sourcing strategies have also been noted, particularly in light of tariffs and the desire to diversify supply chains. There is a growing interest in nearshoring — the process of moving manufacturing closer to end markets, particularly within North America. According to Thakurta, companies have begun to adopt diversified sourcing strategies that limit dependency on a single location, although he observed that the transition from China might not be occurring as rapidly as anticipated.
Challenges remain in the form of outdated technology and forecasting difficulties, as noted by Shaun Bunch, Chief Supply Chain and Retail Officer at Northern Tool + Equipment. Bunch remarked on the dichotomy within supply chain technology, stating, “It’s a mixed-bag world out there,” with some retailers grappling with legacy systems while trying to implement modern solutions. He pointed out that improvements in inventory forecasting are critical to maintaining competitiveness, especially given that many organisations still struggle in this area.
Bunch acknowledged that despite extensive planning and forecasting, unforeseen disruptions are an inherent part of supply chain management. “When disruptions happen differently than we expect — which is almost always,” he stated, “the good news is that the world of supply chain is a relatively small circle.” He suggested that professionals can learn valuable lessons from observing the practices of others in similar and different industries.
Overall, the discussions at the NRF 2025 Big Show suggest a profound recognition among supply chain leaders of the necessity to adapt to ever-evolving conditions in order to gain a competitive edge. “If you have a supply chain that can drive a competitive advantage, you’re going to win,” Thakurta concluded, encapsulating the overarching aim of supply chain resilience.
Source: Noah Wire Services
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