The first half of 2026 has reinforced a fundamental shift in how organisations approach supply chain risk. Rather than responding to isolated disruptions, organisations are redesigning supply chains to withstand a prolonged period of geopolitical uncertainty, economic nationalism and regulatory change.
Supply chain resilience is no longer driven by a single event or crisis. Instead, businesses are navigating an increasingly complex risk landscape shaped by geopolitical conflict, evolving trade policy, export controls, supply chain diversification, critical mineral shortages and heightened regulatory scrutiny. Together, these developments have accelerated the move away from cost-driven procurement models towards more resilient, transparent and strategically diversified supply chains.
Against this backdrop, governments continue to deploy tariffs, export controls and industrial policy as tools of economic security, while organisations face increasing scrutiny of supply chain governance through evolving environmental, social and governance (ESG) legislation, shareholder activism, regulatory enforcement and expanding group litigation. Recent geopolitical tensions in the Middle East, together with continuing uncertainty across global trade routes, have reinforced the importance of building supply chains that can adapt quickly to disruption rather than simply react to it.
As a result, in-house legal teams are becoming increasingly involved in strategic procurement decisions, supplier diversification programmes and governance frameworks. The role of legal has moved well beyond contract formation and dispute resolution; it now sits at the heart of supply chain resilience, helping organisations anticipate risk, strengthen governance and build more resilient commercial relationships.
This edition of the Squire Patton Boggs Global Supply Chain Radar includes a global heat map of current supply chain risks, examines five key developments that shaped the first half of 2026 and considers the legal and commercial issues likely to influence organisations during the remainder of the year. We also highlight key questions for boards, our clause of focus and five practical actions organisations can take to strengthen supply chain resilience during the second half of 2026.
The defining theme of the first half of 2026 is clear: competitive advantage increasingly lies not in having the lowest-cost supply chain, but in having the most resilient one.
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