Building Resilient Global Location Portfolios in a Fragmenting World

For many years, companies operated on the assumption that global conditions would remain broadly predictable. Supply chains functioned smoothly, talent was accessible in key hubs, and trade relations were stable. This enabled highly concentrated operating footprints built for efficiency.

Today, the environment has shifted. Supply chain exposure, energy price volatility, geopolitical uncertainty, demographic change and water scarcity are now influencing where and how companies operate. These changes are unlikely to reverse in the near term, organisations are having to adjust.

Resilience is becoming a core design principle in location and portfolio strategy. This does not mean duplicating activity or moving away from established hubs. It means identifying where a company is highly concentrated, assessing future workforce and resource constraints, and broadening the network where needed to reduce operational exposure.

We are seeing more organisations adopt a balanced portfolio approach: anchoring proven locations, while adding selected secondary cities or alternative markets that provide sustainable talent supply and operational continuity over time.

The objective is straightforward — ensure that operations can continue reliably and competitively as conditions evolve. Resilience is not defensive. It is a strategy for protecting capability and supporting long-term growth.

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