Global supply chains have entered a new phase of structural volatility, forcing companies and governments to rethink where and how they invest and produce, according to a new report from the World Economic Forum (WEF).
‘Global Value Chains Outlook 2026: Orchestrating Corporate and National Agility’, finds that 74% of business leaders now see resilience as a driver of growth rather than a cost.
The report, produced in collaboration with management consultancy Kearney, was released during the World Economic Forum’s 56th Annual Meeting in Davos, Switzerland, which is taking place from 19-23 January 2026.
“Volatility is no longer a temporary disruption; it is a structural condition leaders must plan for,” said Kiva Allgood, managing director at WEF. “Competitive advantage now comes from foresight, optionality and ecosystem coordination.”
The report highlights how escalating tariffs between major economies reshuffled more than US$400bn (£300bn) in global trade flows in 2025, while disruptions across key shipping routes pushed container freight costs up 40% year on year.
Manufacturing output across advanced economies is meanwhile growing at its weakest pace since 2009. The report also notes that more than 3,000 new trade and industrial policy measures were introduced globally in 2025 alone — more than three times the annual level recorded a decade earlier.
Together, these trends underscore why supply chain resilience has become a central determinant of both national competitiveness and corporate strategy, WEF said.
A key feature of the report is the launch of the Manufacturing and Supply Chain Readiness Navigator, a digital tool designed to help governments identify competitiveness gaps and prioritise reforms, while enabling companies to assess infrastructure readiness when making investment decisions.
“Supply chain disruption in 2026 will be constant and structural,” said Per Kristian Hong, partner at Kearney. “Geopolitical fragmentation, shifting trade rules and labour shortages are redefining how value is created and moved. The challenge is no longer forecasting disruption, but redesigning operating models to function under permanent uncertainty.”
