If Not Supply Chain, Then Who?

Why It Matters

When supply‑chain teams assume ownership of tariff and duty management, firms gain tighter cost control and faster response to trade disruptions, turning a traditional bottleneck into a competitive differentiator.

Key Takeaways

• Supply chain should own tariff and duty management responsibilities.
• Traditional functional silos hinder holistic value‑stream optimization across organizations.
• Cross‑functional ownership creates confusion over legal, finance roles.
• Viewing networks as product, information, cash flows clarifies accountability.
• Empowering supply chain drives meaningful improvement in global logistics.

Summary

The video tackles a persistent mindset among supply‑chain professionals who feel trapped by external forces such as customs and global logistics, asking who should ultimately own tariff and duty management. The speaker argues that the answer lies within the supply‑chain function itself, which possesses the most comprehensive view of product, information, and cash flows.

Key insights highlight that traditional, function‑aligned structures—warehousing, distribution, legal, finance—scatter responsibility for trade compliance, creating silos that impede effective risk mitigation. By reframing the network as a value‑stream rather than a collection of discrete functions, the discipline of tariff management naturally aligns with supply‑chain ownership.

A memorable quote underscores the point: “If not us, then who?” The speaker stresses that supply‑chain professionals, because they see end‑to‑end network dynamics, are uniquely positioned to drive duty‑management strategies, rather than delegating to legal or finance departments.

The implication is clear: empowering supply‑chain teams to own compliance and tariff risk can unlock cost savings, improve agility, and transform a perceived constraint into a strategic advantage for global operations.

Original Description

Many supply chain leaders see customs and trade as constraints they can’t control. In this clip from The Chain Podcast, Mike Bunge challenges that assumption — arguing that the supply chain is uniquely positioned to own trade decisions because it has the clearest view of the network. If your organization treats trade as “someone else’s problem,” this perspective may change how you think about ownership and accountability.

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