Part 1: Making the Decision to Reshore, Nearshore or Do Nothing

There is much ado about everything when it comes to navigating supply chain disruptions and risks these days.

Nearshoring and reshoring have been top of mind for many manufacturing leaders with approximately 25% of global trade looking to relocate over the next three years. While many organizations are seriously considering the move, there are others that are still evaluating whether reshoring or nearshoring is the right strategy for the business.

In Part 1 this OnDemand Webcast series, “Making the Decision to Reshoring or Nearshore”, TBM’s operations and supply chain experts, David Pate and Chip Barth, and special guest, Harry Moser, founder of the Reshoring Initiative, help manufacturers and suppliers answer the questions they need to make the right decision for the business – Reshore, Nearshore or Do Nothing.

Their discussion delves into:

The nearshoring/reshoring in manufacturing surge and its impact on jobs in the U.S.
Understanding the right candidate for a nearshoring/reshoring effort
Evaluating the Total Cost of Ownership vs. price or Landed Costs vs. customer impact
Operational Excellence considerations in the decision-making process

Complete the form to watch the video and start the strategic discussions within your organization about reshoring, nearshoring or doing nothing.

Learn more about Harry Moser, Founder of the Reshoring Initiative.

Harry Moser
President, Reshoring Initiative
harry.moser@reshorenow.org

Other episodes in this series:

Part 2: Solutions and Challenges of Reshoring vs. Nearshoring

Part 3: Optimizing Operations Processes to Capitalize on Reshoring Benefits

Frequently Asked Questions

What is driving manufacturers to consider nearshoring or reshoring?

Manufacturers are considering nearshoring and reshoring in response to persistent supply chain disruptions, rising transportation costs, tariffs, and geopolitical risk. Long global supply chains have proven vulnerable to shocks, prompting leaders to reevaluate how sourcing and production location affect resilience, responsiveness, and total landed cost rather than focusing solely on piece‑price economics.

How should manufacturers evaluate whether nearshoring or reshoring makes sense?

Manufacturers should evaluate nearshoring or reshoring by looking holistically at cost, risk, and operational capability. This includes labor availability, productivity, logistics complexity, capital requirements, supplier ecosystems, and time to implement changes. The webcast emphasizes that reshoring is not a one‑size‑fits‑all solution and must be assessed against product complexity, volume, and strategic importance.

What operational capabilities are critical for success when shifting supply chains?

Strong operational fundamentals are essential when shifting supply chains closer to home. Disciplined management systems, stable processes, reliable quality, and workforce capability are required to offset higher labor costs and ensure consistent execution. Without operational excellence, nearshoring or reshoring efforts can introduce new risks rather than delivering the intended benefits of flexibility and resilience.

Meet the Expert

David Pate

Vice PresidentEmail David

Dave Pate is an experienced business leader with previous roles in plant management, planning and lean operations. He currently serves as Vice President, introducing new clients to TBM, cultivating long-term growth with current clients and on-boarding new clients.