If 2025 is remembered as the “Year of the Tariff,” it will be less because tariffs themselves were new and more because of how abruptly they forced companies to confront long-standing assumptions about cost, risk, and liquidity across their supply chains.
“Supply chain disruptions are not new,” says Kiley Kunkler, executive director of global receivables and trade finance at Wells Fargo. “The majority of companies we talk to were somewhat blindsided by tariffs but already had these playbooks in mind on how to deal with disruptions.”
What surprised many, she adds, was the speed and scale at which tariffs moved from a planning scenario to an operational reality. That reality has put supply chain finance, long viewed as a tactical tool, squarely into the strategic spotlight.
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