For decades, supply chains were designed around the simple principle of efficiency.

Manufacturing was concentrated in low-cost regions; inventory was centralized, and logistics networks were optimized to move products from factory floor to customer doorstep as cheaply as possible. Globalization rewarded scale, consolidation and specialization, and businesses that could squeeze out costs gained a competitive advantage.

That model delivered extraordinary growth. It helped fuel the rise of e-commerce and enabled businesses to reach customers around the world faster and more affordably than ever before.

But the assumptions that underpinned that system no longer hold. Over the past decade, supply chains have been tested by almost every form of disruption imaginable. Initially, many businesses treated these challenges as temporary. The expectation was that, eventually, markets would stabilize and supply chains would return to normal. Instead, something much bigger has happened as uncertainty itself has become normal.

Fidelity Fulfilment recently commissioned independent research among 1,500 ecommerce businesses across the UK, European Union and U.S. to understand how leaders are responding. The results suggest that we’re witnessing a fundamental shift in how supply chains are designed and managed.

From Efficiency to Resilience

Perhaps the clearest sign of change is in manufacturing strategy. Our research found that 87% of e-commerce businesses expect to change their primary manufacturing location within the next three years. That statistic reflects a broader reassessment of the assumptions that shaped global trade for much of the early 21^st century. The conversation has shifted from optimization to resilience. Today, businesses are asking: Where can we operate reliably over the next five years?

Cost still matters, but it’s no longer the only consideration. Businesses are increasingly weighing tariff exposure, political stability, regulatory alignment and supply continuity alongside traditional commercial factors.

The result is a move toward more diversified manufacturing models — dual-sourcing, nearshoring and regional production networks designed to reduce dependency on any single market or supplier.

Manufacturing is only part of the story. Fulfilment networks are undergoing a similar transformation.

For years, centralized warehousing made perfect sense. Consolidating inventory into one or two locations created efficiencies, simplified operations and reduced costs. In an environment where customers were willing to wait several days for delivery, those trade-offs were manageable.

That environment no longer exists. Customer expectations have accelerated dramatically. Next-day delivery is standard across many categories, while consumers increasingly expect real-time tracking, flexible delivery windows and frictionless returns.

At the same time, businesses have realized that centralization creates vulnerability. A labor shortage, customs delay or operational issue at a single site can disrupt an entire market.

It is no surprise, then, that nearly nine in 10 businesses surveyed plan to expand their fulfilment footprint over the next three years.

Distributed fulfillment networks allow companies to reduce operational risk, position inventory closer to customers, and maintain service levels during periods of disruption. They provide flexibility in a world where demand patterns, transport costs and geopolitical realities can change rapidly.

In many ways, the modern warehouse has become a strategic asset rather than an operational necessity.

Technology as Operating System

As supply chains become more complex, technology is playing an increasingly important role. Virtually every e-commerce leader surveyed believes fulfillment technology is important in strengthening supply chain resilience.

Warehouse automation improves consistency during peak periods. Forecasting tools help businesses position inventory across multiple regions. Visibility platforms allow leadership teams to monitor suppliers, warehouses and carriers in real time.

Technology is enabling businesses to model different scenarios, respond faster to disruption and make more informed decisions. In short, it has become the operating system of the modern supply chain.

Technology alone isn’t the answer. The businesses that are adapting most successfully are redesigning their operations around the expectation of continued uncertainty.

One of the most striking findings from our research was that e-commerce leaders now rank customer experience above cost savings and sustainability when thinking about the future.

That should change how we think about supply chains. For many years, logistics was viewed primarily as a back-office function. Marketing acquired customers; operations delivered orders. But today those worlds are inseparable.

Delivery speed, reliability, packaging quality and returns processes all shape customer perception. In highly competitive markets, marginal differences in operational performance can have a significant impact on conversion rates, customer retention and brand reputation.

Consumers don’t distinguish between supply chain disruption and poor service. If a delivery is delayed or an item is unavailable, they hold the brand responsible. As a result, supply chain design has become one of the most important drivers of customer experience.

Building for a Different Future

Perhaps the most encouraging finding from our research is that confidence is returning.

Eighty-seven percent of e-commerce leaders said they feel more confident in managing supply chain shocks than they did three years ago. That confidence comes from recognizing that disruption is here to stay, and building accordingly.

Businesses are diversifying suppliers, expanding fulfillment networks, investing in technology and embedding resilience into their operations. They’re moving beyond crisis response and into a new phase of strategic maturity.

The next era of e-commerce growth will belong to those that can adapt fastest to change.

The great supply chain reset is already under way. The question facing business leaders is whether their supply chains are designed for a world in which it never truly stops.

Stephen Williams is co-founder and director of Fidelity Fulfilment.