What Every Multinational Company Should Know About … the Use of Reshoring to Navigate Tariff Uncertainty

The global manufacturing landscape is undergoing a fundamental shift. In recent years, reshoring — at times discussed more conceptually than executed in practice — has evolved into a strategic response to a range of complex international risks, including tariff unpredictability. While traditional motivations for reshoring focused on customer proximity and supply chain agility, recent developments in the first Trump administration, particularly Section 232 tariffs on steel and aluminum and Section 301 tariffs on goods from China, were already leading some companies to re-evaluate their long-term supply chain strategy. But with the second Trump administration turbocharging new tariff proposals — and applying them to every country in the world — it has become increasingly vital for manufacturers to reevaluate their global sourcing and production strategies.

This article examines the evolution of reshoring as a business strategy, explores the current drivers of reshoring initiatives, and outlines the key advantages and disadvantages for manufacturers considering domestic investment in response to ongoing tariff uncertainty.

I. The Evolving Rationales for Reshoring

In the early 2010s, reshoring began gaining momentum among manufacturers seeking to reduce lead times, better serve regional markets, and improve supply chain responsiveness. Although these efforts often were driven more by operational considerations than trade policy, many of the advantages of reshoring still are considerations today:

• Customer Proximity: Manufacturers sought to reduce transportation costs and delivery times by locating production closer to key markets.
• Time-to-Market Pressures: In sectors with rapid product cycles, reshoring enabled more responsive production and reduced the risk of obsolescence.
• Inventory Optimization: Domestic production allowed companies to shift toward just-in-time models, reducing warehousing requirements.
• Advances in Automation: As automation technologies improved, the labor cost differential between offshore and onshore manufacturing narrowed, making domestic production more competitive.

These early trends positioned reshoring as a tool for improving supply chain performance, particularly in high-value or customized product segments. The Section 301 tariffs imposed during the first Trump administration, however, added additional tariff-related costs and uncertainty to the calculus for offshore manufacturing in China and using Chinese parts and components. Initially targeting $50 billion in Chinese imports in response to intellectual property and trade imbalances, these tariffs expanded to cover more than $350 billion in annual imports, thereby sharply raising the inducement for companies to look at reshoring as a way of diversifying their supply chains away from China.

Soon thereafter, currency volatility and inflationary pressures created new challenges for global procurement, with the Russian-Ukraine war exposing further strains on international supply chains. With offshore costs becoming more difficult to forecast, and with tariff increases and unpredictability becoming dominant costing considerations, manufacturers increasingly turned to domestic operations as a way to gain greater cost predictability.

In 2025, the return of an even more aggressive tariff policy under the second Trump administration introduced a new phase of uncertainty. The first six months of the Trump administration saw over sixty tariff proclamations, which would be a century’s worth of tariff changes under any other administration. Expanded tariffs included 10% global tariffs, reciprocal tariffs raising the ante up to 50%, a host of Section 232 sectoral tariff investigations on a variety of products, and the use of quickly imposed tariffs to create “negotiating leverage” with foreign governments.

For manufacturers, the implications of this policy shift are significant:

• Unpredictable Implementation: The speed and breadth of new tariffs have made long-term planning more difficult for businesses relying on complex global supply chains.
• Sector-Specific Targeting: Strategic industries, including semiconductors, clean energy, and critical minerals, have faced intensified scrutiny, complicating sourcing and investment decisions.
• Political Volatility: With tariff policy increasingly driven by election cycles and political signaling, businesses face heightened regulatory unpredictability that is difficult to hedge through traditional means.

As a result, many manufacturers now view reshoring not as a discretionary strategy — but rather a necessary tool to manage risk. Given the escalating risks associated with overseas manufacturing, reshoring offers several strategic benefits for companies looking to enhance operational stability and protect against future trade disruptions:

• Reduced Tariff Exposure. With new tariffs targeting all countries rather than just China, producing domestically is the only reliable way to avoid tariff uncertainty.
• Improved Supply Chain Control. Customs & Border Protection is increasing its focus on supply chain integrity, particularly regarding forced labor, human trafficking, and the Uyghur Forced Labor Prevention Act (UFLPA). Domestic supply chains mitigate the potential regulatory and reputational risk associated with international sourcing.
• Enhanced Risk Resilience: Localizing production strengthens a company’s ability to withstand global disruptions, including geopolitical conflict; foreign, economic, and tariff-related policy shifts; natural disasters and pandemics; and transportation or supply chain disruptions.
• Access to Incentives: Federal, state, and local governments are increasingly offering financial and regulatory incentives for domestic investment, including tax credits, infrastructure support, workforce development programs, and expedited permitting.

II. Strategic Questions Manufacturers Should Consider When Contemplating Reshoring

For firms evaluating reshoring in response to tariff uncertainty, a comprehensive risk-benefit analysis is essential. Reshoring decisions must account not only for tariff exposure but also a broader set of operational, financial, and strategic variables. Manufacturers should assess both quantitative and qualitative factors and tailor their approach based on product characteristics, market priorities, and long-term organizational goals.

Key questions to consider include:

General Questions:

• Does reshoring create a competitive advantage or merely achieve parity with peers?
• Will reshoring lead to measurable gains in lead time, customization, quality control, or regulatory responsiveness that can be leveraged commercially?
• Will reshoring allow the company to innovate faster or shorten the product development cycle?
• Are certain SKUs, product lines, or raw materials at higher risk based on current trade enforcement patterns, geopolitical relationships, or recent regulatory trends?
• How will reshoring impact relationships with key offshore suppliers or partners?
• Does the company have internal capabilities to manage a domestic manufacturing footprint?
• How resilient is the proposed reshored supply chain to future shocks?
• Does reshoring actually improve supply chain robustness, or does it introduce new vulnerabilities (e.g., single-source dependence, regional weather risks)?

Foreign Production-Related Questions:

• Are there existing contracts or long-term commitments overseas that would complicate a reshoring decision?
• Will the company face penalties, write-offs, or stranded costs associated with terminating leases, suppliers, or infrastructure abroad?
• Are there local workforce reduction laws, severance requirements, or government approvals required to scale down foreign operations?
• What intellectual property, tooling, or proprietary equipment is currently located overseas, and can it be repatriated efficiently?
• Are there political or diplomatic risks (e.g., retaliatory treatment, export bans) if operations are reduced in certain foreign jurisdictions?
• How integrated are current offshore facilities with other parts of the supply chain (e.g., regional hubs, contract manufacturers)?
• Could the company repurpose or reassign offshore assets (e.g., for other product lines or export markets) rather than shut them down?
• What is the cost and feasibility of transitioning production knowledge and processes from foreign to domestic facilities?
• Are there tax consequences, such as exit taxes associated with reshoring?

Tariff-Related Questions:

• Which products or components face the greatest exposure to future tariff actions?
• Have scenario models been developed to compare production costs under varying tariff rates, currency fluctuations, and shipping disruptions?
• What are the total landed costs of reshored versus offshore production, taking into account multiple tariff scenarios, including the potential expansion of tariffs (derivative steel and aluminum products, ongoing section 232 investigations, etc.)?
• Does reshoring open up the company to potential retaliatory tariffs in global trade disputes?
• Would reshoring open up possibilities for taking advantage of preferential trade programs (e.g., USMCA)?
• Would reshoring still require the importation of key inputs, materials, or components that would still present significant tariff-related risks?
• How will the company monitor and proactively respond to evolving U.S. trade policies, including potential expansions of Section 232 and Section 301 duties, to protect against future exposure?

Domestic Production-Related Questions:

• Are there domestic suppliers or partners capable of supporting production at scale?
• Is the existing North American supply base sufficient, or will it require time and investment to rebuild or expand?
• What workforce considerations need to be addressed? How will the company attract and retain domestic talent in a competitive labor market?
• Is skilled labor available in the target location? Are there education or training partnerships that can be leveraged? What labor relations or compliance obligations might emerge?
• What is the implementation timeline for reshoring, and how will the transition be managed?
• Are there zoning, permitting, or environmental regulations that could delay or complicate setup?
• Are domestic transportation networks (e.g., trucking, rail, ports) reliable and cost-effective?
• What warehousing and distribution capabilities are needed to support reshored production? Are they available and sufficient to support planned operations?
• How will production continuity be maintained during the shift? Are there interim sourcing strategies that can bridge the gap?

Cost-Based Questions:

• What capital investment is required to establish or scale domestic production?
• Can the company access the necessary financing, and what is the expected return on investment over a five- to ten-year horizon?
• Can reshored operations benefit from economies of scale, or will volume limitations drive unit costs higher?
• Can automation or other technologies offset higher domestic labor costs?
• Is the business able to integrate smart manufacturing, robotics, or advanced analytics to improve productivity and cost efficiency?
• If the importation will require imported parts and components, does reshoring still sufficiently eliminate tariff-related risks?
• Are there compliance-related costs (OSHA, EPA) that need to be factored in?
• How will fluctuations in domestic energy costs, utilities, and real estate impact the long-term competitiveness of reshored operations?

Tax and Other Incentive Questions:

• What federal, state, or local incentives are available for your industry and location?
• Are there applicable tax credits, grant programs, energy subsidies, or workforce training funds that could defray setup or transition costs?
• Are there “stackable” incentives (federal + state + local + utility programs, etc.) that can favor reshoring?
• What clawback provisions exist if job creation or investment thresholds aren’t met for public incentives?
• How sustainable are the incentives — are they subject to political change or annual appropriations?

Customer Service-Related Questions:

• How will reshoring align with long-term customer service, sustainability, and ESG goals?
• Will proximity to customers enable better collaboration on customization or design?
• Will customers be willing to pay a premium for U.S.-made goods with verifiable sourcing?
• Could reshoring enable new service models (e.g., direct-to-consumer, rapid prototyping, co-creation)?
• Will reshoring enhance delivery speed, support carbon reduction initiatives, or contribute positively to brand positioning and stakeholder expectations?

Regulatory and Compliance Questions:

• What new federal, state, or local compliance regimes will apply (e.g., Environmental Protection Agency, OSHA, etc.)? What product safety, labeling, or documentation requirements are unique to U.S. production? Do these requirements impose extra costs that negate the advantages of reshoring?
• Are there risks of more frequent inspections, audits, or whistleblower activity?
• Will reshored operations trigger additional export controls requirements (International Traffic in Arms Regulations or Export Administration Regulations)?
• Will reshored operations require new certifications or compliance audits (e.g., ISO, C-TPAT) to meet U.S. standards or customer expectations?
• How will reshoring affect data privacy or cybersecurity obligations? 

Reshoring has evolved from a cost-savings alternative to a core element of trade risk management that has special resonance in the current volatile tariff environment. In many cases, the optimal path may not be a binary decision between full reshoring and full offshoring. Rather, a company should conduct a “right-shoring” or “best-shoring” analysis to determine the most appropriate geographic location or locations for its processes. The analysis is driven by commercial, operational, tax, legal, and regulatory conditions in that company’s industry and for that company’s particular product. For companies seeking to safeguard against tariff uncertainty and future-proof their operations, domestic investment may represent the one sure method of eliminating tariff uncertainty.

The Foley International Government Enforcement Defense & Investigations Team is monitoring all tariff-related developments, including any modifications, clarifications/guidance, or additional measures introduced by the Trump administration, which we are posting as they occur on our Tariff & International Trade Resources blog. As new information becomes available, we will provide updates and analysis to help importers navigate the evolving international trade paradigm, including for new tariffs.

Our white paper on “Managing Import and Tariff Risks During a Trade War” outlines a 12-step plan to provide practical steps to help importers navigate the tariff and international trade risks in the current tariff and trade environment, while the companion white paper on “Managing Supply Chain Integrity Risks” provides practical advice to deal with heightened supply chain risks pertaining to goods imported into the United States, including the increasing use of detentions by Customs.

If you have questions about this post, please feel free to reach out to any of the authors or your Foley & Lardner attorney. If you would like to see future updates regarding “What Every Multinational Company Needs to Know” about operating in today’s complicated international trade world, please sign up for our Tariff & International Trade blog — click here to register.