Special Report
Policy and trade outlook The textile and apparel sector is unpredictable enough on its own. Add in volatile trade policy, and the operational risks increase substantially. The use of tariffs as a strategic weapon – rather than a fi scal tool – makes long-term planning incredibly diffi cult. Industry groups continue to push for clearer policies and potential exemptions for critical product categories. But without consistency, major investments in regional manufacturing remain hard to justify.
The 90-day pause offers short-term relief, but the structural issues remain. Brands must move from reactive cost-cutting to proactive risk management – focusing on supplier diversity, operational fl exibility, and digital integration. In a world where trade policy is as unpredictable as the markets themselves, the key to long-term success lies in building truly resilient supply chains.
Adapting marketing and business strategies
These pricing decisions will inevitably affect consumer demand. Brands that pass on tariff-related costs could see a dip in sales, as shoppers delay purchases or look for alternatives. Those that absorb the costs to stay competitive may feel the squeeze on margins, which could hinder investment in innovation and growth. It’s critical to evaluate the fi nancial impact and adjust pricing models accordingly. Building relationships with
www.printwearandpromotion.co.uk
By taking action – whether through supply chain adjustments, revised pricing, or enhanced service off erings – companies can navigate the uncertainty of the current moment while positioning for growth in a more digital, dynamic future
- Johnny Shell, principal analysist, Keypoint Intelligence
alternative suppliers – even within existing geographies – and increasing inventory levels can provide a buffer against disruptions.
Marketing strategies also need to adapt to changing market conditions. Transparent communication with customers around price changes, sourcing decisions, and digital transformation initiatives can go a long way in maintaining trust and loyalty. Internally, it’s essential to reassure brand partners that tariff risks aren’t being
passively absorbed but are being actively and strategically managed. That means emphasising your commitment to lean operations, reducing waste, and continuing to automate production wherever possible. You’re also optimising logistics and refi ning inventory strategies to stay nimble in a volatile environment.
Equally important is how you present yourself as a proactive, informed partner. Sharing how you’re navigating cost pressures and shifting trade policies builds trust. Offering visibility into production timelines, sourcing decisions, and contingency plans reinforces transparency. And by educating both internal teams and external stakeholders on your broader strategy, you help align expectations, strengthen confi dence, and deepen the partnerships that matter most. By taking action – whether through supply chain adjustments, revised pricing, or enhanced service offerings – companies can navigate the uncertainty of the current moment while positioning for growth in a more digital, dynamic future. The key is to build trust through transparency, reassurance, and a consistent record of value delivery.
The best way to navigate these shifting realities? Stay informed. Keep reading, keep listening. Keypoint Intelligence will continue to deliver the insights and clarity you need to plan ahead, adapt, and make better-informed decisions.
June 2025 |33 |
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