The framing around nearshoring shifted in 2025-2026, and I think most people missed the moment it happened because it happened gradually. It used to be a tactical response to shipping costs and COVID disruption. In 2026 it's a strategic reorientation, backed by capital commitments large enough to rebuild regional supply capacity.
The numbers
- Capgemini 2025: 56 percent of supply chain executives are planning nearshoring or combined reshoring/nearshoring strategies
- Deloitte: 40 percent of US companies will have moved at least part of their supply chain to North America by 2026
- Eide Bailly 2026: 24 percent of manufacturers and distributors are actively nearshoring or reshoring, nearly double the prior year
The capital commitments
The money is what makes this real. A partial list of announced US investments:
- Johnson & Johnson, 55 billion dollars
- AstraZeneca, 50 billion dollars
- Bristol Myers Squibb, 40 billion dollars
- GSK, 30 billion dollars
- GlobalFoundries, 16 billion dollars in chip reshoring
Federal disclosures through 2025 put total multi-year US investment commitments above 200 billion dollars. That's not a cyclical surge. That's a structural rebuild.
China plus one is the new baseline
93 percent of retail leaders now prioritise intra-Asia diversification to reduce tariff exposure. 73 percent report progress on dual-sourcing initiatives, and 60 percent are actively regionalising their supply chains. The interesting shift: resilience strategy is moving from redundancy (extra stock, duplicate suppliers) toward adaptability (real-time reconfiguration, rerouting, re-prioritising).
The companies that handled 2024 and 2025 well didn't predict the shocks. They had already decoupled from the parts of the world they couldn't control.
The tooling underneath it
Supply chain visibility software passed 3.3 billion dollars in 2025. Integrated logistics control towers are now standard inside mature supply chain organizations rather than a nice-to-have project. MIT's Center for Transportation and Logistics reports that predictive supply chains cut average inventory by up to 30 percent and lift service levels by up to 20 percent.
The underlying change is that you can't run a regionalised, adaptive network on traditional MRP and manual escalations. You need the visibility layer, the agentic layer, and the decision automation to move quickly. Which is why every major nearshoring push is paired with a parallel investment in supply chain technology. The two stories are really one story.