One policy shift, one border closure, and your entire value chain can seize up overnight. In today’s world, disruption isn’t the exception; it’s the expectation.
Lisa W. Brown is a global supply chain and operations executive currently leading transformation at Constellation Brands. For over 20 years, she’s helped Fortune 500 companies across food, beverage, pharma, and CPG build supply chains that grow through disruption.
“The modern supply chain isn’t just a flow of goods,” says Brown. “It’s a geopolitical chessboard.”
Building Geodiverse Networks That Reduce Exposure
Relying on a single region isn’t strategic. It’s a risk.
“Create a flexible multi-source supply base across stable and emerging markets,” Brown explains. “At Constellation Brands, we’re restructuring our network posture, shifting from a concentrated footprint to a balanced global presence. This unlocks agility and reduces geopolitical exposure while meeting demand across international markets.”
Most supply chains optimize for cost efficiency through concentration. Single-country manufacturing, preferred supplier relationships and regional distribution hubs sound like smart options until geopolitical events disrupt concentrated networks. That’s when companies scramble for alternative suppliers without established relationships, accept premium pricing, and face extended lead times.
Building geodiverse networks means qualifying suppliers across multiple regions and balancing across stable and emerging markets. When tariffs shift or regulations change in one region, production and sourcing flow to others without starting supplier qualification from scratch.
Embedding Risk Intelligence Into Decision-Making
Supply chains must become smarter.
“Embedding real-time geopolitical and regulatory intelligence into S&OP and procurement workflows is critical,” Brown explains. “We’ve implemented advanced analytics and predictive tools that not only monitor risk but proactively guide decisions from sourcing to shipping. The result? We’ve improved lead time reliability by 25% even during volatile periods.”
Most supply chains treat risk monitoring as separate from operations. Risk teams track developments while operations execute plans. Supply chains learn about problems through failures, shipments delayed, production halted, and orders unfulfilled.
Embedding intelligence into workflows means production plans account for emerging risks before disruption occurs. When analytics show an increasing probability of port congestion, routing shifts preemptively. When predictions indicate regulatory changes affecting ingredients, reformulation starts before compliance deadlines.
Aligning Governance With ESG Standards
Today’s supply chain risks are reputational.
“Aligning with global ESG frameworks and anticipating regulatory trends before they land keeps you ahead,” Brown explains. “I’ve led programs that reduce emissions by 30% while improving compliance performance and investor confidence. Resilience isn’t just about surviving disruption. It’s about building credibility and trust.”
Most supply chains treat ESG compliance as a regulatory requirement separate from operational strategy. Sustainability tracks emissions, compliance ensures adherence, operations optimizes cost and speed.
Anticipating regulatory trends means adapting before mandates force change. Reducing emissions by 30% while improving compliance performance and investor confidence shows that sustainability and operational excellence reinforce each other.
Building Supply Chains That Shape the Future
“Disruption is inevitable, but disorder isn’t,” Brown concludes. “When we build geodiverse networks, embed intelligence, and lead with governance, we don’t just mitigate risk. We position ourselves for sustainable growth. Let’s lead supply chains that don’t just react to change, they shape the future.”
Supply chains that grow through disruption shape the future instead of reacting to it.
Connect with Lisa W. Brown on LinkedIn for insights on building supply chains that grow through disruption.
