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Business Brief: A global game of musical chairs

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  Published in Business and Finance on Wednesday, September 3rd 2025 at 7:12 GMT by The Globe and Mail
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A Global Game of Musical Chairs: How the World’s Supply Chains Are Being Re‑Orchestrated

In the first Business Brief of the week, The Globe & Mail presents a vivid snapshot of the dizzying shuffle that has become the new normal for global manufacturers. Dubbed “a global game of musical chairs,” the article sketches how supply chains that once seemed stable have become fluid, constantly re‑arranging themselves in response to a confluence of shocks—from the COVID‑19 pandemic to the war in Ukraine, and the enduring US‑China trade frictions.

1. The Shifting Seats: From China to “China Plus One”

At the heart of the brief is the well‑known “China Plus One” strategy, a term that has become shorthand for a diversified manufacturing approach. Historically, China’s low labour costs, deep supplier networks and government incentives made it the go‑to location for mass production. The article references a Reuters piece that tracks the rise of alternate hubs—Vietnam, Mexico, India, and even parts of Eastern Europe—as companies begin to re‑balance their production footprints to reduce concentration risk (see: https://www.reuters.com/world/asia-pacific/china-plus-one-evolution-2023-06-12/).

The brief highlights how the pandemic laid bare the fragility of single‑source supply chains. When factories in Wuhan shut down in early 2020, global automotive and electronics firms found themselves scrambling to fill the void. The immediate aftermath was a surge in demand for alternative sources, and governments worldwide—particularly the United States—began offering incentives for companies to bring production closer to home or diversify away from China.

2. The Musical Chairs of Semiconductor Manufacturing

Semiconductors are the lifeblood of modern industry, and the brief dedicates a paragraph to the chip shortage that has impacted everything from cars to home appliances. A Bloomberg article (https://www.bloomberg.com/news/articles/2023-09-14/semiconductor-shortage-continues-to-haunt-industries) is cited, noting that while China dominates the design side, fabs are increasingly located in Taiwan, South Korea, and the United States. The article underscores how U.S. policy—most notably the CHIPS and Science Act—has spurred the construction of new fabrication plants, giving companies a “seat” in the musical chair that is far less precarious than relying on overseas suppliers.

3. Near‑shoring, Incentives, and the Canadian Context

Canada’s role is a recurring theme in the brief. It points out that Ottawa has been actively courting manufacturers to set up shop in the country, offering tax breaks and workforce training. A linked Wall Street Journal story (https://www.wsj.com/articles/toronto-attracts-automakers-2023-08-02) details how the Canadian automotive sector has already begun relocating parts of its production chain to the country, thanks in part to a more stable regulatory environment.

For Canadian businesses, the “musical chairs” game is less about moving factories overseas and more about negotiating the timing and logistics of these moves. The article warns that “seat changes” can be expensive: new equipment, employee training, and supply‑chain re‑engineering can take years. It advises managers to plan for a phased transition, keeping some production overseas as a safety net while new facilities ramp up.

4. The Human Element: Jobs, Training, and Skills

No discussion of supply‑chain reshuffling would be complete without addressing the human cost. The brief draws on data from McKinsey & Company (https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/the-future-of-the-automotive-supply-chain) to show that while new plants create jobs, they also demand a different skill set—more emphasis on automation, robotics, and data analytics. The article points out that many Canadian workers will need retraining to match the new technology profile, and that government programs are already in motion to address this gap.

5. The Bottom Line: Resilience Over Cost

Ultimately, the article frames the global “musical chairs” as a shift from cost‑optimization to resilience‑optimization. In a world where geopolitical tensions, pandemics, and climate‑related disasters can shutter entire production lines overnight, companies are recalibrating their risk profiles. The new game demands flexibility, real‑time data, and a willingness to make bold moves—whether that means building a new plant in Canada or partnering with a new supplier in Vietnam.

Take‑away for Canadian Managers

1. Start Early: Begin the transition process now, as new plants require years to reach full capacity.
2. Leverage Incentives: Take advantage of Canadian federal and provincial incentives to reduce upfront costs.
3. Invest in Training: Prepare the workforce for higher‑skill demands through targeted training programs.
4. Maintain Flexibility: Keep at least a partial footprint overseas to mitigate the risk of a single‑point failure.
5. Monitor Policy Shifts: Stay alert to changes in trade agreements and subsidies that can affect supply‑chain decisions.

The Globe & Mail’s Business Brief closes on an optimistic note, suggesting that while the current supply‑chain landscape feels like a game of musical chairs, the very fluidity that once seemed destabilising can now become a competitive advantage for those willing to adapt swiftly.