From Disruption to Strategy: Navigating Logistics, Risk, and the New Global Reality

On May 12, the British Canadian Chamber of Trade and Commerce (BCCTC) hosted a hybrid breakfast panel, “From Disruption to Strategy: Logistics, Risk, and the New Global Reality,” as part of its ongoing “Let’s Talk!” event series.

Presented in partnership with valued members BDO Canada and Manitoulin Global Forwarding, the discussion brought together industry leaders to examine how rapidly shifting global trade dynamics are reshaping supply chains and challenging organizations to rethink resilience, agility, and long-term strategy.

Expert Perspectives

The panel featured:

• Director, Customs and International Trade Services, BDO Canada LLP

• Jesus Ballesteros — Partner | Strategy, Value Creation & Analytics, Financial Advisory Services, BDO Canada LLP

• Vicky Malan — Trade Lane Manager, Manitoulin Global Forwarding

• Troy Cowen, Regional VP at MGF / Manitoulin Global Forwarding Inc.

The discussion was moderated by Martin Buckle.

A Supply Chain Landscape Defined by Constant Change

The panel opened with a reflection on how dramatically international trade has evolved over the past several years.

As Troy Cowen explained, the pandemic fundamentally reshaped global logistics. Companies were forced to rethink sourcing strategies as disruptions exposed vulnerabilities across supply chains. While nearshoring gained momentum during the height of the crisis, post-pandemic trade has introduced a new set of challenges—from instability in the Strait of Hormuz and ongoing Red Sea disruptions to port congestion, delayed vessel arrivals, rising fuel costs, and tariff uncertainty.

The key takeaway: supply chains are resilient, but adaptation takes time.

Balancing Resilience with Cost Efficiency

Jesus Ballesteros emphasized that while global trade realignment creates disruption, it also creates opportunity.

Organizations must focus on building flexibility into every aspect of their operations—from supplier relationships and vendor contracts to customer pricing structures. Businesses need to continuously assess where they are sourcing from, whether alternative suppliers are viable, and how to strategically diversify to reduce risk.

Flexibility, he noted, has become a critical competitive advantage.

From Reactive to Proactive Planning

Charmaine Goddeeris highlighted that many organizations were caught off guard by recent global trade disruptions. The companies that performed best were those with dedicated customs expertise, strong data visibility, and multiple contingency plans already in place.

“Best-in-class customs groups,” she noted, typically have dedicated internal customs resources, regularly review import and audit data, and develop scenario-based plans for everything from trade disputes to geopolitical shocks.

The message was clear: resilience is built through preparation.

Data and Technology Are Essential

The panel stressed that effective planning depends on accurate, accessible information.

Before the pandemic, many organizations underinvested in systems that support trade planning and decision-making. Today, technology investments are no longer optional—they are foundational.

Advanced logistics technology, combined with strategic partnerships, enables companies to anticipate disruptions, analyze risk, and make informed decisions faster.

Don’t Panic—Plan

One of the panel’s most practical pieces of advice addressed tariff-related announcements:

Wait at least 48 hours before reacting.

The panel noted that only a fraction of announced tariff changes are ultimately implemented. Rather than making reactive decisions based on headlines or social media commentary, businesses should use that time to gather data, assess potential impact, and develop response scenarios.

As the speakers emphasized: Do not panic—but do plan.

New Opportunities in Canada–UK Trade

The discussion also explored growing opportunities within Canada–UK trade relations.

Panelists noted increasing activity across sectors including defence, aerospace, retail, and consumer goods, as well as a broader diversification away from overreliance on China. Canada increasingly views the UK as a stable and trusted trade partner, while more UK companies are establishing operations in Canada.

However, businesses must carefully evaluate how supply chain changes may impact eligibility under trade agreements such as Canada-United States-Mexico Agreement and Comprehensive Economic and Trade Agreement.

The panel also highlighted that many Canadian and European businesses are still underutilizing trade agreements simply because they are unaware of the opportunities available.

Building “Just in Case” Supply Chains

A compelling example shared by BDO involved a company previously reliant on China-based manufacturing. Following strategic guidance, the company diversified production across multiple countries in Asia—an investment that has since significantly strengthened its resilience.

As one speaker summarized:

“The world is moving from ‘just in time’ to ‘just in case.’”

While diversification may come at a higher short-term cost, it provides businesses with the flexibility needed to respond to disruptions, policy shifts, and changing market conditions.

Final Takeaways

The panel closed with a strong call for strategic, scenario-based planning.

Businesses should approach supply chain management like preparing for multiple game scenarios: you may not predict exactly what will happen, but by building Plan A, Plan B, and Plan C, you position yourself to respond decisively when change comes.

The overarching message was clear:

• Move from reactive to proactive

• Build flexibility into your operations

• Invest in data and technology

• Treat logistics partners as strategic problem-solvers

• Prepare for disruption before it happens

In an increasingly complex global trade environment, resilience is no longer simply about efficiency—it is about readiness.