SUPPLY CHAIN | AIMING FOR AGILITY Aiming for agility Amid growing turbulence, import tariffs and supply chain constraints,
construction chief procurement officers who augment agility can arm the industry for successful project development.
By Matthew Smart, Delivery Director, Barkers
The nuclear construction industry continues to face significant geopolitical change, but the most effective response is a combination of resilience and agility. Source: Ministry of Energy and Natural Resources, Türkiye.
FOLLOWING THE US INTRODUCTION of tariffs on materials such as steel and aluminium in 2025, the nuclear construction industry continues to face significant geopolitical change. For the nuclear industry, the consequences of these developments will need to be carefully managed. As the last decade has repeatedly shown through events such as Covid-19 and climate-related disruption, the most effective response to uncertainty is a combination of resilience and agility. As the sector works to manage this latest shift, the
ability to adapt quickly to changing material costs, labour availability, and supply chain uncertainty will be essential. In this environment, construction businesses that can respond quickly and confidently to change will be better positioned to protect margins, maintain delivery schedules, and safeguard reputations. Organisations with the greatest resilience tend to have one thing in common: procurement is treated as a strategic function rather than an operational necessity. At the heart of this challenge sits the procurement function. The function is central to how effectively organisations manage cost, availability, quality, and timing across complex supply chains. As a result, chief procurement officers (CPOs) are uniquely positioned to enable the agility and resilience the industry now requires.
Supply chain procurement challenges The backbone of agility in construction is procurement. Procurement leaders sit closest to the supply chain, where volatility is felt most acutely and where responsiveness
40 | October 2026 |
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is most critical. However, procurement teams operate in highly complex environments. Dependencies, operational constraints, and multiple layers of suppliers can make on- demand purchasing and rapid pivots difficult to achieve.
Materials and labour Two of the most critical dependencies are materials and labour. In addition to metals, the availability of core materials such as sand and bricks is often uncertain. Global supply chain disruption, transport challenges, and geopolitical pressures all contribute to this instability. At the same time, the labour market remains volatile, with specialist availability and rates varying significantly by region.
Operational challenges Procurement teams also face daily operational challenges. On-time delivery remains one of the most persistent issues. Delays can carry contractual penalties and disrupt project schedules. Teams must also navigate quality assurance requirements, ensuring materials meet specifications while keeping costs under control. Striking the right balance between cost and quality is essential, as unmanaged issues can damage both project outcomes and organisational credibility.
Supplier networks Another layer of complexity comes from tiered supplier networks. Procurement routes in construction often involve distributors and intermediaries rather than direct relationships with manufacturers. This means there is rarely
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