2026 is a year shaped by multiple global shocks, from geopolitical tensions, energy volatility, to their ripple effects across trade and supply chains. Inevitably, procurement is among the first to feel the impact of these disruptions.

Resilience is no longer a buzzword, but a necessity.

We spoke with Hans Keeris, Former SVP Supply Chain & Procurement at Wilo and now an advisor to Sourcing Champions, who brings years of experience. He shares valuable insights not only on today’s challenges, but also on the bigger picture and broader shifts shaping procurement over recent years.

Q: Let’s start with what is currently happening in the world. In 2026, we have seen increasing geopolitical tensions and trade disruptions. How should companies rethink supply chain resilience today?

“As unexpected and volatile events become more frequent, companies need to adopt a scenario-based approach, covering inbound supply, production locations, and customer demand,” says Hans. “Companies must clearly understand what these scenarios look like, how they perform, what budgets are required, and how to respond across the short, medium, and long term.”

Q: You mentioned a scenario-based approach, can you elaborate on what that means in practice?

“It starts with understanding your procured materials. What is strategic versus non-strategic, what is truly critical, how long and complex your supply chains are, and how you should act from a total cost perspective.”

He explains that this structured assessment forms the foundation for scenario planning. By identifying where supply chains are most exposed to external pressures, and the likelihood of disruption, companies can begin to map out potential risks and define appropriate responses in advance.

“With that understanding in place, you can already outline different scenarios, especially where parts of your supply chain are vulnerable,” he adds.

Reflecting on recent events, Hans notes that many of today’s disruptions are not entirely new.

“The energy crisis in early 2026 was not the first in history. We saw similar energy challenges in 2022. If you understand how dependent your production and supply chain are on energy, you can prepare, for example, by reducing dependency or improving efficiency.”

This underscores a broader point: while the volume of news and information can feel overwhelming, many of these disruptions follow familiar patterns. Rather than reacting each time as something entirely new, organisations should recognise this recurrence and put structured plans in place to respond more effectively.

Q: What perspective should companies take when developing effective scenario planning for their supply chains?

“It’s important to look at it from the customer’s perspective. Sometimes it’s not about what you push, but rather the pulling force from your customers.”

He explains that different business models require fundamentally different approaches. “For example, mass production with large inventories is very different from project-based, make-to-order environments. The same applies to maintenance, where continuous service delivery is required, versus project delivery with longer timeline.”

This highlights that there is no one-size-fits-all solution. Each scenario requires tailored planning, engineering, and operational setup.

“You also needs to think in both short- and long-term horizons,” Hans adds. “In times of disruption, companies often focus on immediate actions, such as paying a premium to secure supply. While necessary, this must be complemented by a long-term strategy. Through Supplier Relationship Management, organizations can strengthen their supplier base, enhance collaboration and transparency, actively manage performance, and develop strategic suppliers over time. In parallel, they should evaluate how to reduce reliance on critical components, explore second sourcing options, and even consider architectural changes to increase resilience.”

He further highlights the importance of customer-based perspective in terms of driving more effective supply chain decisions.

 “Moreover, supply chains do not work in silos. They function best when we understand interdependencies. Focusing too narrowly on one part reduces flexibility and agility.”

Q: With the rapid advancement of Artificial Intelligence (AI) in 2026, how do you see it impacting the development of more resilient and future-proof supply chains?

“AI is not a strategy per se, but a means to improve how we work,” Hans explains. “Human strategic thinking is still essential. With AI, we can analyse supply chains faster, build the right taxonomy more efficiently, and, importantly, enhance data transparency. What this does is freeing up capacity for process improvement and strategic development.”

He underlines that AI should be seen as an enabler rather than a replacement. By accelerating analysis and improving data visibility, it allows procurement teams to shift their focus from operational tasks to higher-value decision-making.

Q: What does effective cross-functional collaboration look like when it comes to enabling optimized scenario planning?

“To begin with, in today’s environment of uncertainty, effective scenario planning is only possible when companies understand the full supply chain, work as one team, and celebrate as one team,” Hans explains.

“There is so much happening across supply chain, manufacturing, logistics, and beyond. To truly take a comprehensive view, you need to involve functions such as R&D, operations, quality, business strategy, and sales.”

He emphasizes that decisions cannot be made in isolation. “A solution may seem optimal from one perspective, but input from other functions can provide the complete picture. For example, sourcing from a different location may appear beneficial, but it also impacts logistics costs, which must be considered.”

Hans also highlights the importance of prioritisation. “Achieving 100% risk mitigation can be too costly. Companies need to make conscious choices about where to focus their resources and that requires strong communication and alignment across the organisation.”

Q: We’ve discussed both execution and strategy throughout this conversation. How should organisations bring these two dimensions together to better navigate volatility and disruption?

“Strategy cannot exist without operational excellence. The head, heart, and hands must work in close alignment. Otherwise, the benefits won’t materialise, and you risk increasing frustration while performance and creativity decline.”

He stresses that the two are inherently interdependent. “Without strategy, you don’t know how to operate. But strong operations also gives clear direction and effective day-to-day execution. Both enable organisations to respond and perform in uncertain environments.”

Q: Lastly, if a company wants to become more resilient, where should they start?

“It starts with a clear understanding of both your customers and your company’s strategic direction. You need to know what truly matters, what your customers expect, where your business is heading, and which capabilities are critical to support that.”

He restates that resilience should be built through structured scenario planning. “Again, we must think in terms of scenario: identify potential risks and assess their likelihood. Then align across the organisation on a clear playbook”

Hans also emphasises the importance of collaboration. “Effective communication and relationship management are critical end‑to‑end, being close to customers, internal stakeholders, and the supply base. Orchestrating this alignment enables organisations to respond faster and more effectively when disruption occurs. Ideally, these actions are documented, so you’re not reacting from scratch.”

As a final remark, Hans emphasises the importance of bringing strategy and operation together:

“And ultimately, organisations must treat both strategic and operational excellence as top priorities because true resilience comes from the combination of clear direction and strong execution.”