Donald Trump’s global trade war seems to be in a lull right now. Reciprocal tariffs between the US and China have paused, the US auto industry managed to compel the Trump administration to ease its levies on cars and vehicle components, and a successful trade deal between the UK and US has de-escalated transatlantic tensions somewhat. Friction between the US and EU, as well as with Canada to the north, remain high, however, and if there’s one thing the last four months have taught supply chain leaders, it’s that when it comes to the current US government, it’s unwise to take any amount of stability for granted.
To take stock — as well as to try and understand what supply chain leaders can do to navigate periods of intense disruption — SupplyChain Strategy sat down with Ronald Kleijwegt, CEO at Vinturas, a Netherlands-based company that develops supply chain network software intended to provide real-time end-to-end visibility for supply chain and logistics teams. While our discussion focused on the impact of recent tariff changes and geopolitical disruptions on supply chains Kleijwegt was keen to highlight the fact that supply chains have always dealt with unpredictability and pain points of one kind or another. Citing examples like the Fukushima earthquake and the Eyjafjallajökull ash cloud, Kleijwegt emphasised the importance of accurate data and technology for resilience to ensure that the supply chains of today survive to become tomorrow’s success stories.
SupplyChain Strategy: Ronald, could you help us set the stage a bit? I think it’s important to recognise that we’re operating in an increasingly unpredictable environment with a lot of pressures and headwinds. Then there’s always some specific context defining the exact moment we’re having these conversations. For example, in the last couple of days, we’ve seen restructuring in the US–China tariff relationship.
Still, uncertainty remains very high. Things are changing all the time. Could you give us a sense of where things currently stand with the latest tariff developments and what that means for organisations trying to stabilise their supply chains?
Ronald Kleijwegt: “Happy to. First of all, welcome to the world of supply chain! Maybe I’m getting a bit older, but like you said, today it’s about tariffs and trade relations with China. Tomorrow, it might be an earthquake somewhere in the world or another ash cloud grounding flights.
“Although I now run an IT software company, I spent most of my career managing large, complex supply chain operations globally. For example, I was deeply involved during the Fukushima earthquake, which had a massive impact due to sole sourcing of components in Japan. The same happened with the Icelandic ash cloud that shut down airspace.
“Now, we’re dealing with tariff changes in North America. There’s a 90-day grace period, but from a long-term supply chain management perspective, 90 days means very little. You’re still in reactive mode.
“Since COVID, the dynamics of global supply chains have intensified. Crises are no longer isolated—they’re overlapping and constant. To respond effectively, organisations need the right data and information, fast. With that, you can be agile and resilient.”
SupplyChain Strategy: Absolutely. One other point is that these disruptions often bring ripple effects, like new regulatory hurdles or customs red tape. Could you speak to how organisations can deal with that increasing level of administrative complexity?
Ronald Kleijwegt: “It’s a good question, and the answer often depends on how governments choose to respond.
“In North America, for example, tariffs have been increased across the board. In my experience, it’s more effective when governments try to attract companies by offering incentives—like tax breaks or subsidies—not by creating blanket penalties.
“When I worked closely with governments, we had to educate them on how supply chains function. If you want to localise production, you need to lower duties on components and raise them on finished goods. That sounds obvious, but many countries still get it wrong.
“The US is now imposing tariffs across the board—including on components—which can be counterproductive. Then there’s the customs infrastructure. In some countries, like Germany, it’s still quite archaic, and delays in implementation disrupt supply chains even further. Policy decisions might be made at a boardroom level, but the operational side often lags far behind.
“A good example of a country doing things right is Morocco. They’ve successfully built a manufacturing ecosystem where over 65% of sourcing is local. This makes them highly competitive, especially with shipping access to South America and the US East Coast.
“Ultimately, companies can adapt to tariffs and regulatory shifts, but they need stability. You can’t build strategy around constantly shifting policies.
“At the end of the day, companies make decisions based on total landed cost, not just the price of production.
“Adidas, for example, adopted what they called Smart Manufacturing. Fast-moving products were produced closer to demand markets, while slower-moving items remained centralized, even if it meant slightly higher costs. It worked because the overall cost-efficiency improved.
“The problem isn’t just tariffs; it’s the constant change. You can’t build a company or strategy when the rules shift every 90 days.”
SupplyChain Strategy: Do you think we’ve entered a phase where economic policy is more deeply politicised?
Ronald Kleijwegt: “What we’re seeing in the US right now is pretty unprecedented.
“Historically, trade barriers and subsidies have always existed. Offshoring to China, for instance, was largely driven by subsidies that made manufacturing cheaper. Even the US took advantage of that.
“But politics and trade are now more openly intertwined. Still, even with sanctions—take Russia as an example—trade finds a way. Goods flow through Dubai, Turkey, Kazakhstan, and so on. You can’t stop trade entirely.”
SupplyChain Strategy: What do the next 12 to 18 months look like for supply chain organisations that want to improve visibility and resilience?
Ronald Kleijwegt: “We’re in an ongoing crisis environment—COVID, wars, trade issues. But one positive is that supply chain now has a seat at the boardroom table. That recognition is growing.
“Companies are also realising that visibility alone isn’t enough. They’re shifting from simple dashboards to full-scale network solutions that connect their entire ecosystem. That’s how you get high-quality data, and that’s how you make AI and automation work effectively.
“More companies are coming around. It’s not just about having the latest tech; it’s about transforming how supply chains operate.
“Change is coming. And, for those that embrace it, there’s a big opportunity.”
- Risk & Resilience