Trump’s Global Tariffs Position CFOs as New Supply Chain Architects

Less than 24 hours after announcing sweeping tariffs, President Trump on Wednesday (April 9) gave a 90-day reprieve to most countries on the “retaliatory” tariffs that were supposed to go into effect.

Only tariffs on Chinese goods remained in place after China responded with a reciprocal 84% tariff rate on U.S. goods, effective April 10, while the European Union did approve its own set of tariffs on Wednesday.

As multinational companies navigate heightened tensions, evolving trade policies and supply chain disruptions, CFOs are increasingly confronted with the imperative to potentially “rightsize” their operations and embrace new import or manufacturing strategies.

After all, Trump has repeatedly called for more manufacturing to be brought back to the U.S., and “reshoring” has been a top priority for the current administration, with leading companies including Johnson & Johnson, Apple and others all announcing new investments in their domestic manufacturing capacity. Apple alone last month announced a commitment of over half a trillion dollars that includes the expansion of facilities in Michigan, Texas, California, Arizona, Nevada, Iowa, Oregon, North Carolina and Washington.

Still, the tariffs, which include a baseline 10% on all countries and are much higher for select U.S. trade partners, have thrown many enterprise back offices into turmoil.

Balancing the dual pressures of cost optimization and resilience, today’s CFOs and supply chain leaders must navigate complex decisions around scaling operations, relocating manufacturing hubs, managing currency volatility and embracing technological advancements for enhanced efficiency.

Read also: What Pinball Tells Us About Spending in the Post-Tariff World

Understanding Core Tariff Risk Mitigation Strategies for CFOs

For import-reliant businesses, tariffs are more than a temporary cost spike — they are strategic inflection points. As global trade becomes more complex and politically fraught, CFOs are stepping beyond traditional finance functions to become architects of global supply chain strategy. Their task is no longer just to absorb or pass through costs, but to proactively reshape their organizations to thrive under new tariff regimes.

At the same time, the latest PYMNTS Intelligence data finds that one in five small- to medium-sized businesses (SMBs) without access to financing fear they may not survive the trade-induced operational tumult.

It’s not just U.S. businesses that are feeling the heat. PYMNTS covered Tuesday (April 8) how China has reportedly opposed Shein’s plans to move some production outside the country. The news comes as the bulk of Chinese products are facing a tariff of 104% upon entering the U.S., which has placed suppliers under pressure to take on most of the tariff burden or consider shifting production to somewhere else to lower costs.

Even the heads of some of the world’s largest firms are warning of the impact of the new trade landscape. Tariffs may be political tools, but their impacts are intensely operational. By leaning into trade strategy rather than reacting to it, CFOs can help their companies pivot faster, negotiate smarter and ultimately grow stronger.

Tariffs are often product- and country-specific, which creates an opportunity for “country of origin engineering” — altering the production process or sourcing strategy so that the product qualifies as originating from a different, lower-tariff country. This might involve relocating a portion of manufacturing or assembly operations to a tariff-favorable jurisdiction.

Apple , for example, is reportedly planning to deal with the tariffs on goods made in China by bringing more Indian-made iPhones to the U.S. due to the fact that tariffs on products coming from India are 26%.

However, navigating rules of origin is complex and requires detailed documentation to withstand customs scrutiny.

See also: Know-Your-Business Is Key to Stability as Trump’s Tariffs Shake Up Supply Chains

Looking Ahead to the Future of Global Commerce

In today’s environment, trade compliance is no longer a back-office function but has become a strategic lever.

Optimizing customs classification, ensuring accurate Harmonized Tariff Schedule (HTS) codes and leveraging trade agreements can lead to significant duty savings. CFOs are eyeing investments in compliance technology platforms and analytics to gain real-time visibility into trade flows and identify anomalies or opportunities for reclassification. In regulated industries like pharmaceuticals or aerospace, this optimization is not just financial but reputational.

CFOs can also consider revisiting commercial contracts to explicitly account for tariff risks. Whether it’s adding tariff-specific clauses in supplier agreements or renegotiating pricing with customers to share the burden of new duties, contractual agility is becoming critical. Well-structured contracts can help provide the flexibility to respond to policy changes without triggering margin erosion or supply disruptions.

In the end, turning tariffs into a catalyst for innovation and structural improvement may prove to be one of the defining challenges — and opportunities — for the modern finance leader.