Insights & Analysis
Expert perspectives on reshoring, manufacturing strategy, and supply chain transformation
Compliance, Supply Chain
August, 2026
Finance, Strategy
August, 2026
Strategy, Supply Chain
August, 2026
Compliance, Sustainability
August, 2026
Finance, Strategy
The next reshoring boom could produce a familiar mistake: communities competing aggressively for projects without fully pricing the cost of winning. State and local incentives matter. KPMG’s 2026 tariff survey found that nearly half of respondents said state and local incentives strongly influence reshoring decisions, and 68% would reconsider reshoring if incentives were significant.
June, 2026
Technology, Workforce
The reshoring jobs debate is too blunt. The better question is not whether reshoring creates jobs. It is what kind of work returns, who performs it, and how much of it is absorbed by automation before it ever appears in employment headlines.
June, 2026
Compliance, Supply Chain
For years, some companies treated country of origin as a documentation exercise. That era is ending. Tariffs, forced-labor enforcement, USMCA review, and rules-of-origin scrutiny are turning origin claims into board-level risk. Companies that rely on vague supplier attestations, incomplete bills of material, or superficial “substantial transformation” narratives are moving into dangerous territory.
June, 2026
Execution, Sustainability
The reshoring debate is still too focused on labor. Labor matters. Automation matters. Incentives matter. Tariffs matter. But for a growing number of industrial projects, the first gating question is simpler: can the site get enough power?
June, 2026
Supply Chain
A factory can be reshored without the supply chain being reshored. That distinction is now one of the most undercovered risks in U.S. industrial strategy. A company may move final assembly to Ohio, Texas, Tennessee, Arizona, or South Carolina and still depend on imported controls, sensors, specialty chemicals, machine tools, power electronics, castings, resins, circuit boards, or precision components.
June, 2026
Execution, Finance
The next reshoring bottleneck may not be capital. It may be decision architecture. From Q2 through Q4 2026, demand for reshoring consulting and advisory firms is likely to rise for a simple reason: companies have moved beyond asking whether supply chains are exposed. They now need to know what to do, in what order, and at what cost.
June, 2026
Industry
Not every industry is reconsidering reshoring for the same reason. Some are reacting to tariffs. Others are reacting to forced-labor enforcement, rules-of-origin risk, defense readiness, customer pressure, or the rising cost of long-distance supply-chain fragility. The result is not one reshoring wave. It is a series of sector-specific recalculations
June, 2026