Why expediting becomes the default response in volatile supply chains. A discussion with practitioners reveals how unresolved structural trade-offs around service, inventory, cost and capacity push organisations into reactive firefighting rather than deliberate resilience.

When resilience ambitions become real, working capital becomes the point of decision. This article explores how resilience translates into cash exposure, why short-term responses harden into long-term cost, and how planning disciplines determine whether working capital becomes a constraint or a strategic lever.

Resilience is widely agreed as a priority — but rarely defined in operational terms. This article explores what resilience actually means in practice, why many responses default to inventory and buffers, and how cost, time, and sustainability determine whether resilience strengthens the business or quietly undermines it.

Supply chains designed for cost and efficiency are now operating in a permanently unstable world. In this conversation, Tim Richardson, CEO of Iter Consulting, explains why volatility is no longer cyclical, why confidence among supply-chain leaders has eroded, and why resilience must be designed into networks rather than bolted on after disruption hits. He argues that adaptability depends less on chasing new technology and more on clear thinking, sound foundations, and leadership capable of making decisions before the next crisis arrives.