History shows that tariffs are rarely just about trade. From the protectionism of the 1930s to the U.S.–Japan trade disputes of the 1980s, governments have long used tariffs to protect domestic industries, pressure competitors and advance their broader economic and strategic interests. What is different today is the extent to which trade has become intertwined with national security, industrial policy and geopolitical competition.
If you're wondering how Australia ended up on the U.S. tariff list over forced labour, you're not alone.
The United States has confirmed that Australian exports will now face a 12.5% tariff, replacing the previously announced 10% tariff that had been due to apply under the broader reciprocal tariff measures. The increase is being justified on the basis that Australia does not have a U.S.-style prohibition on the importation of goods made with forced labour.
There is a curious phenomenon happening across global industries. Everyone is an expert.
Open any professional profile and you will discover a remarkable concentration of “leaders”, “strategists”, “innovators”, “transformers”, and occasionally someone who is apparently a “global thought leader” despite never having left their home office (which, to be fair, is where many global operations now take place).
The modern professional has no shortage of confidence. What we sometimes lack is something far less glamorous: evidence.
Supply chains are changing faster than ever — and SMEs are among the most affected.
Across Vietnam, Malaysia, and the Philippines, small and medium-sized enterprises are driving economic growth, employment, and innovation. But building resilience requires more than individual business action.
There's still time to apply for the Building Supply Chain Resilience – SMEs Program, but applications close on 17 July.
This fully funded Australian Government-supported initiative is designed to help SMEs strengthen their supply chains, improve resilience, and build the capabilities needed to compete in an increasingly dynamic global marketplace. Participants will gain practical knowledge, expert guidance, and internationally recognised certification aligned with global best practices.
If your organisation supports SMEs navigating increasingly complex global supply chains, this is your chance to build new capability, gain internationally recognised certification, and connect with regional and Australian leaders.
The Building Supply Chain Resilience – Institutions Program, delivered by the Global Trade Professionals Alliance (GTPA) with support from the Australian Government, is now accepting final registrations from organisations in Vietnam, Malaysia, and the Philippines.
SMEs are disproportionately affected by supply chain disruption, yet their voice is often underrepresented in policy development and regional trade discussions.
SME support organisations have a critical role to play in addressing this gap.
One of the most consistent gaps in SME support is the translation of strategy into practical action.
While many frameworks exist for supply chain resilience, SMEs often require simplified, usable tools that can be applied immediately in their own context.
For SME support organisations, membership value is under increasing pressure.
Members expect more than representation. They expect practical, immediately useful services that help them respond to real business challenges.
Trust, consistency, and recognition are essential in any capability-building system.
For SME support organisations, one of the most powerful ways to strengthen institutional credibility is through internationally recognised standards for training and certification.
ISO/IEC 17024 provides a globally recognised framework for personnel certification. When applied to supply chain capability development, it ensures that training is not only practical, but also benchmarked, consistent, and internationally credible.
The expectations placed on SME support organisations are evolving rapidly.
It is no longer sufficient to provide information, networking opportunities, and advocacy alone. SMEs now require practical, actionable support to navigate increasingly complex supply chain environments and they expect their representative institutions to deliver it.
This shift requires a rethinking of institutional role.
Across Vietnam, Malaysia, and the Philippines, small and medium-sized enterprises (SMEs) sit at the centre of economic growth, employment, and innovation. Yet they are also among the most exposed to global disruption — from shifting trade conditions and logistics instability to regulatory change and supply uncertainty.
While much attention is placed on SMEs themselves, the real leverage point is often overlooked: the organisations that support them.
Global trade is entering a new era—one where Country of Origin (COO) is no longer a back-office compliance issue, but a strategic business priority.
Against a backdrop of geopolitical uncertainty, supply chain disruption, rising tariffs, and stricter trade enforcement, governments around the world are tightening rules of origin requirements. At the same time, consumers are demanding greater transparency about where products come from, how they are made, and whether supply chains align with ethical and sustainability expectations.
A fully funded Australian Government-supported opportunity designed exclusively for organisations that champion SME growth across Vietnam, Malaysia, and the Philippines.
This program is tailored for chambers of commerce, industry associations, SME councils, trade bodies, and other SME support organisations seeking to strengthen their value proposition and equip their members with practical tools, knowledge, and international connections in global trade and supply chains.
Impact and Capability Building
This program strengthens supply chain resilience by equipping institutions supporting SMEs, as well as SMEs themselves, with practical risk management and diversification strategies, while building institutional capacity to deliver training and advisory support.
The leading voices in trade, finance, and supply chain management will gather once again in Nairobi for GTR East Africa 2026, one of the region’s most influential industry events. Taking place on May 13–14, 2026, this flagship conference brings together key stakeholders shaping the future of trade across East Africa.
Introduction
The proposed Free Trade Agreement (FTA) between the European Union and Australia represents a new development in international trade policy. After years of negotiations, a political agreement was reached in March 2026, signalling a step toward deeper economic integration.
Global trade doesn’t move on ships alone. It moves because a sophisticated system exists to identify, allocate, finance, and insure risk across every stage of a transaction.
One layer of protection is marine insurance, which covers the physical movement of cargo and vessels across the world’s oceans. Markets such as Lloyd’s of London specialise in distributing maritime risks—from storms and accidents to piracy and geopolitical tensions—across multiple insurers.
Global trade is entering a period of sustained complexity. Businesses are navigating shifting supply chains, evolving compliance requirements, the rapid expansion of digital trade, and ongoing geopolitical and economic uncertainty. For many organisations—particularly SMEs—this creates both new risks and opportunities.
Global trade depends on more than ships, ports, and cargo. Beneath the visible machinery of commerce lies a financial system that allows goods to move across oceans despite uncertainty, conflict, and natural hazards. At the centre of this system is insurance. Without it, the modern trading network—worth tens of trillions of dollars annually—would struggle to function. Among the institutions that have shaped this framework, few are as influential as Lloyd’s of London.
Modern global trade relies on a handful of maritime chokepoints. Disruption to any of these corridors—such as the Suez Canal, the Bab el-Mandeb Strait, or the Strait of Hormuz—can trigger cascading economic consequences across industries, supply chains and financial markets.
Because roughly 80% of global merchandise trade moves by sea, disruptions to maritime logistics can spread rapidly through the global economy.
Below is a comprehensive breakdown of the full trickle-down impact.
Fertiliser is often overlooked—until it disappears. Yet synthetic fertilisers are the backbone of modern agriculture, sustaining roughly half of global food production. When supply is disrupted, the effects ripple through farming, food manufacturing, global trade, and consumer prices.
Today, fertiliser supply chains face an unprecedented convergence of risks: geopolitical tensions, sanctions, shipping disruptions, energy price spikes, and concentrated production.
US launches 301 trade investigations into 16 partners while the world’s already on edge over a near-shutdown Strait of Hormuz.
We are only week two into March 2026 — just as global trade flows are collapsing through one of the most critical maritime chokepoints on Earth — the United States government announced it is opening major trade investigations under Section 301 of the Trade Act of 1974 targeting 16 of its biggest trading partners. The goal: look for alleged “unfair trade practices” and potentially slap on new tariffs or restrictions before summer.
Modern global trade relies on a handful of maritime chokepoints. Disruption to any of these corridors—such as the Suez Canal, the Bab el-Mandeb Strait, or the Strait of Hormuz—can trigger cascading economic consequences across industries, supply chains and financial markets.
Because roughly 80% of global merchandise trade moves by sea, disruptions to maritime logistics can spread rapidly through the global economy.
Below is a comprehensive breakdown of the full trickle-down impact.
Escalating geopolitical tensions in the Middle East are once again raising questions about the legal concept of force majeure and its impact on global supply chains. In recent days, energy suppliers and importers have already begun invoking the clause as disruptions spread across shipping routes and energy infrastructure.
For small and medium-sized enterprises (SMEs)—which often sit several tiers down global supply chains—force majeure events can quickly translate into delays, cost spikes, and contractual disputes.
In a plot twist worthy of a reality TV finale, the U.S. Supreme Court has thrown a wrench into the world of tariffs, declaring large chunks of former President Trump’s global import taxes as “a bit too much power for one person.” Yes, the court basically said, “Maybe don’t go full Monopoly on international trade, champ.”
The current discussions about linking major trade blocs such as the European Union and the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP) are rooted in a long and often turbulent evolution of trade policy over the last two decades. Central to that story are decisions made by U.S. leaders, global strategic competition (especially with China), and how trade agreements have shifted course and purpose.
In today’s supply chains, visibility is increasing and so is responsibility.
Trade and supply chain functions are no longer operating quietly in the background.
Rising costs, regulatory scrutiny, and tariff volatility have pushed trade decisions into the spotlight — and supply chains can only keep moving when trade, logistics, procurement, and distribution work in sync.
With rising trade tensions and shifting global alliances, Canadian Prime Minister Mark Carney is pushing discussions aimed at bringing the European Union and the Comprehensive and Progressive Agreement for Trans-Pacific Partnership closer together. While still early, these talks could shape trade dynamics that matter to small and medium enterprises (SMEs).
Sustainable trade goes beyond transactions—it relies on long-term partnerships, continuous engagement, and the integration of Indigenous voices in decision-making. Indigenous enterprises and communities around the world demonstrate how ongoing collaboration strengthens supply chains, builds resilience, and preserves cultural and ecological knowledge for future generations.
Measuring the success of trade initiatives goes beyond revenue and market reach. For Indigenous enterprises and communities, impact is defined by social, ecological, and intergenerational outcomes. Integrating Indigenous perspectives into monitoring, evaluation, and learning (MEL) frameworks ensures that global trade benefits communities, ecosystems, and cultural knowledge for generations.
Ethical engagement is a cornerstone of inclusive trade. Indigenous communities have long emphasised that trust, consultation, and consent are essential when engaging in commercial or supply chain initiatives. Validation and free, prior, and informed consent (FPIC) ensure that Indigenous knowledge, cultural heritage, and resources are used respectfully and equitably.
Much of today’s criticism of globalisation is rooted in a fundamental misunderstanding. Globalisation is often treated as synonymous with global trade, and when economic outcomes disappoint, trade itself is blamed. This conflation obscures the real issue. Global trade is only one element of globalisation, and it is not inherently harmful. The problem lies in how globalisation has been structured and who it has been designed to serve.
After World War II, Western powers — especially the United States — built a system of international institutions and norms designed to manage global cooperation. This included frameworks for trade (General Agreement on Tariffs and Trade, later the WTO), collective security (NATO, United Nations), financial stability (Bretton Woods institutions), and international law. For decades, this framework helped reduce barriers to trade, create dispute resolution mechanisms, and generally provided predictability in global affairs.
Language, context, and cultural understanding are fundamental to inclusive trade. Indigenous business leaders and communities bring unique knowledge systems, decision-making practices, and storytelling methods that can strengthen global trade programs and supply chains. Embedding Indigenous voices as co-educators and co-designers ensures that trade initiatives are culturally relevant, ethically guided, and globally competitive.
Indigenous trade practices have long emphasised adaptability, ecological stewardship, and diversified networks—principles that are increasingly relevant for modern global supply chains. From the Yup’ik communities of Alaska to Māori fisheries in Aotearoa/New Zealand, Indigenous enterprises demonstrate how traditional knowledge can inform risk management, ecological sustainability, and resilient trade networks.
European Union lawmakers have moved to halt approval of an EU–U.S. trade deal and accompanying tariff discussions in response to recent U.S. tariff threats tied to negotiations over Greenland. Parliament leaders have indicated that a trade agreement cannot proceed at this stage given the current climate, effectively suspending formal tariff talks with the United States.
The “EU trade bazooka” isn’t a literal weapon — it’s a nickname for the European Union’s Anti-Coercion Instrument (ACI), a powerful legal tool designed to protect the EU and its member states from economic coercion by third countries.
Knowledge is the lifeblood of trade. In Indigenous cultures around the world, knowledge is gathered, shared, and preserved through oral traditions, storytelling, and community practice. These methods are not only cultural expressions—they are sophisticated systems for managing resources, guiding trade relationships, and sustaining supply chains. Integrating Indigenous knowledge gathering practices into global trade can enhance innovation, resilience, and cultural respect.
In Indigenous cultures around the world, relationships form the foundation of trade—not just transactions. From the Māori of Aotearoa/New Zealand to the Quandamooka People of Stradbroke Island, Indigenous trade practices prioritise trust, reciprocity, and long-term partnerships. These principles offer vital lessons for global trade and supply chains today, strengthening ethical, resilient, and inclusive networks.