"Amid Tariff Chaos, One Principle to Abide By: Don’t Harm Supply Chain Workers", 26 February 2026

As the Trump administration’s latest tariff machinations throw up even more uncertainty and confusion over access to the world’s largest market, at least one thing should be crystal clear, said Katie Hess, head of product at Cascale’s Better Buying division: financial burdens shouldn’t be pushed down the supply chain in ways that ultimately harm workers.

Better Buying’s anonymized supplier data shows that when commercial pressures reach a breaking point—including during times of policy ambiguity—the risk of unauthorized subcontracting, excessive overtime and other workers’ rights violations can also increase. Suppliers, Hess said, need “predictable planning, fair terms and consistent communication.” When buyers embed responsible purchasing practices into their commercial decision-making, they help create not only more resilient supply chains but also more positive outcomes for workers, businesses and the environment, she added...

The Supreme Court’s ruling striking down many of President Donald Trump’s so-called “reciprocal” tariffs arrived only weeks after Better Buying...released a “snapshot survey” showing that while responsible purchasing practices are steadily improving, their progress hinges on clear and consistent communication...

“Suppliers are clear about what enables strong partnerships: predictable planning, fair terms and consistent communication,” Hess said. The buyer-manufacturer dynamic is such, however, that brands wield much of the negotiating power. For many suppliers, sharing—even shouldering—the tariff increase has been a given...

But being responsible doesn’t mean never changing purchasing practices, she said. What it comes down to is how companies manage those changes.

“The most damaging part isn’t change itself; it’s one-sided change,” Hess said. “Changing forecasts, shifting volumes or delayed payments that aren’t being communicated transparently and in time impairs a supplier’s ability to plan for the future, which includes paying or keeping workers.”...

The benefits go both ways. According to Better Buying data, brands that have collaborative relationships based on trust, stability and fairness with their suppliers also experience fewer production disruptions, including more reliable delivery. In other words, if capacity is tight for a manufacturer, it will prioritize buyers with whom it has a stronger relationship. On the other hand, late changes, cancellations and constant replanning will create inefficiencies throughout the supply chain. This isn’t a cost that will show up neatly on a budget line, Hess said, but it adds up.

There’s also an existential problem for buyers to consider. The National Retail Federation forecast earlier this month that import volumes will face a significant year-over-year decline in the first half of 2026 due to tariff impacts. If suppliers end up shuttering because they can no longer survive under these conditions, however, what happens when demand comes roaring back?

“We’re used to rewarding the short term, but what we need to do is double down on stability and predictability because they bring more value,” she said...