Key takeaways:
- Strengthen culture to withstand crisis: Invest in a growth-minded, customer-centric culture — it’s your most powerful asset for navigating disruption beyond tools or tech.
- Balance urgency with long-term strategy: Address immediate tariff challenges, but don’t lose momentum on innovation and automation that drive future resilience.
- Use lean thinking as a strategic advantage: Simplify operations and reduce complexity to build agility and better absorb volatility from shifting trade policies.
In response to the pressing need among manufacturing and supply chain leaders for candid, peer-driven dialogue around the escalating tariff crisis, we recently hosted an exclusive conversation with Sean Trainor, Senior Vice President and Global Head of Personal Systems Operations at HP, on strategies for tackling tariff turmoil.
This first-of-its-kind virtual gathering brought together approximately 30 senior executives representing some of North America’s largest and most influential manufacturing and supply chain operations to exchange unfiltered insights and real-world solutions.
The discussion quickly validated that executives across the industry are grappling with unprecedented uncertainty, complicating decision-making and paralyzing many operations.
Sean captured the gravity of the moment vividly, observing: “There’s really only one event in history that comes close to what we’re seeing right now, and that was COVID.”
Drawing parallels to the turmoil and persistent disruptions of the pandemic era, he emphasized the urgent need for agile scenario planning and strategic resilience.
We’ll explore the takeaways from this candid conversation and how manufacturing and supply chain leaders can navigate volatile trade policies.
1. The Quiet Power of Culture in Crisis Response
It’s easy to assume tariff turmoil is purely an operational or financial challenge, but Trainor argued something deeper: organizational culture is a powerful tool.
Rather than immediately diving into tactical firefighting, he urged leaders to first invest in cultivating a culture grounded in operational excellence, customer-centricity, and — most crucially — a growth mindset.
Our takeaway: Your supply chain’s ability to handle crises might be determined less by your tools and tech, and more by how your teams culturally respond to uncertainty.
2. Tactical Urgency Must Not Undermine Strategic Momentum
When tariffs create immediate crises, organizations understandably dive deep into tactical solutions—daily war rooms, rapid-response planning, and scenario modeling.
But Sean offered a powerful reminder: don’t let tactical urgency derail your strategic progress. “I see all of the risks that all of you do,” he said. “But, I actually worry a lot more about some of the longer-term implications of the opportunity cost of what we’re focusing on.”
Our takeaway: Supply chain leaders who balance urgent tactical agility with sustained investment in innovation, automation, and AI will emerge stronger from this disruption.
I see all of the risks that all of you do. But, I actually worry a lot more about some of the longer-term implications of the opportunity cost of what we’re focusing on.
Sean Trainor, HP
3. Lean Philosophy as a Strategic Response to Tariffs
Lean manufacturing practices aren’t new, but Sean’s framing is. Rather than viewing lean principles as just process optimization, he positions lean thinking as a strategic hedge against tariff volatility.
When you simplify SKUs, streamline inventories, and strip unnecessary complexities from your operations, you inherently gain flexibility.
Our takeaway: Lean approaches can be less about immediate cost-cutting and more about building long-term agility to withstand disruptions like tariffs.
4. Diversification Requires Rethinking the Traditional Manufacturing Model
Historically, manufacturers relied heavily on the original design manufacturer (ODM) model, prioritizing massive scale and centralized efficiency. Sean noted that volatility is forcing companies to fundamentally rethink this approach.
As organizations diversify manufacturing locations to mitigate risks, the model of concentrated scale no longer applies. Instead, diversification introduces entirely new operational dynamics and complexities.
Our takeaway: Managing through tariff volatility isn’t just about spreading risk geographically, but about actively reshaping the operational strategy and supplier relationships that underlie traditional supply chains.
Seizing the Opportunity Within Tariff Turmoil
Navigating today’s tariff-driven uncertainty isn’t just about managing disruption — it’s about fully meeting the moment. As Sean reminded us, the greatest risk isn’t merely operational; rather, it’s becoming so distracted by immediate challenges that we miss this critical opportunity to build resilient supply chains and advance our capabilities in AI and automation.
To explore these insights further and discover additional actionable advice, watch the full, in-depth conversation here.
