How tariffs are reshaping supply chain and procurement hiring

Recent shifts in United States trade policy are forcing companies to rethink how they move goods and who should manage this process.

Widespread tariffs on imports like steel and autos have raised costs and created volatility in the global trade market, especially for businesses that rely on global supply chains. That uncertainty is changing hiring decisions in real time.

In one recent search, an animal pharmaceutical company began looking for a manager-level procurement lead. Midway through, they re-scoped the role to find a senior director with deep sourcing experience and strong vendor relationships, who could become a more strategic partner for the leadership team and private equity partners.

This pivot from mid-level to senior-level operations and supply chain managers is happening more often. Here’s why:

Strategic leadership is the new prerequisite for supply chain and procurement

COVID-19 supply chain shutdowns exposed how brittle global trade really is, and many companies realized their leaders weren’t thinking far enough ahead to account for widespread disruption. As tariffs cause similar disruption, organizations are still on the hunt for savvy supply chain leaders who know their product front to back and have the business acumen to make plans and develop strong partnerships.

On a resume, these skills appear as double-digit years of experience, preferably sourcing one type of product continuously. Data skills, including exposure to AI and automation, are an added plus in today’s tech-driven supply chain environment.

Procurement is the new value engine

Product sourcing has become increasingly critical in private equity portfolio companies, particularly among smaller and middle-market businesses. These organizations often lack a dedicated procurement function, with supply chain leaders historically managing sourcing responsibilities alongside broader operational duties. As a result, strategic sourcing initiatives may have been underdeveloped or deprioritized.

Now, as tariffs make this function more complicated and longer investment hold times grow more common, portfolio operators have greater flexibility to invest in specialized talent. This shift is prompting many to fill specialized procurement roles for the first time, aiming to gain more control over operational spending and strengthen their sourcing strategies.

Improved analytics and cost discipline are taking center stage as firms look to drive greater value from each transaction and position their portfolio companies for sustainable growth.

The takeaway:

Companies are rethinking who leads supply chain and procurement, and more firms are investing in senior-level hires who can manage uncertainty, build resilience and create value.

The best leaders bring deep sourcing expertise, have lived through disruption and know how to steer through it. As trade dynamics keep shifting, they’re the ones shaping what comes next.

To learn more, contact Eric Spell at (336) 217-9116 or eric.spell@charlesaris.com.