The past five years have tested global supply chains in unprecedented ways — from pandemic disruption to geopolitical conflict, resource scarcity, and climate change. In 2025, resilience is no longer just a buzzword. It’s a business imperative.
At Murray & Joy, our work across infrastructure, energy, manufacturing, and petrochemicals has kept us at the front lines of this evolution. Here’s what’s really working in supply chain resilience right now — and how leading clients are adapting.
1. Digital Twin Supply Chains
Smart clients are now creating digital replicas of their end-to-end supply chain networks. These digital twins simulate disruption scenarios — such as port closures, material shortages, or labour delays — and allow project managers to pre-test decisions in a virtual space.
Tools like AI-powered forecasting and real-time logistics tracking are enabling faster reaction times and reducing downtime when things go wrong.
Murray & Joy Tip: We’re helping clients integrate project controls with supplier dashboards, so planners can align schedules with real-time delivery data.
2. Decentralised Sourcing Strategies
Single-source dependency is out. In 2025, businesses are leveraging regional and diversified supply chains to reduce vulnerability. This means working with multiple suppliers across geographies — even if it’s slightly more expensive — to reduce the impact of localised disruptions.
More clients are also exploring nearshoring or friendshoring strategies to keep logistics within politically stable zones.
Client Example: One of our energy-sector clients moved critical component sourcing from East Asia to multiple providers in Eastern Europe and the UAE — improving lead time consistency and reducing risk exposure.
3. Supply Chain Risk Modelling
Gone are the days of planning around best-case delivery dates. In 2025, supply chain management is about risk-adjusted forecasting. Project planners are now incorporating risk buffers, real-time shipment data, and predictive analytics into master schedules.
Risk-adjusted Gantt charts, supplier risk ratings, and probabilistic cost models have become the norm — not the exception.
Murray & Joy Application: Our project controls team now includes supply-side risk factors into baseline planning to improve schedule realism and contract performance.
4. Stronger Supplier Partnerships
True resilience doesn’t come from having more suppliers — it comes from having better relationships with the right ones.
Clients are now engaging in collaborative contracting, joint contingency planning, and transparent data sharing. Strong partnerships ensure that when disruption hits, suppliers prioritise your project — not someone else’s.
Our Advice: Build long-term frameworks with key vendors. Don’t just price-shop; relationship-shop.
5. ESG-Driven Procurement
Environmental, Social, and Governance (ESG) expectations are influencing how and where materials are sourced. Resilience now includes the ability to prove ethical and sustainable sourcing.
Many leading organisations are selecting suppliers based on carbon transparency, human rights compliance, and circular economy practices — reducing reputational risk and aligning with investor expectations.
Case Insight: In our advisory work with clients across petrochemicals and infrastructure, ESG-compliant suppliers now hold a competitive advantage when bids are evaluated.
Bringing It All Together
2025’s most successful supply chains aren’t the fastest or cheapest — they’re the most adaptable.
Whether you’re managing a billion-pound infrastructure programme or a precision shutdown in the petrochemical sector, your supply chain strategy must align with your risk appetite, project milestones, and ESG values.
At Murray & Joy, we work alongside clients to:
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Integrate real-time supplier data into project planning
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Develop supplier resilience audits
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Embed ESG metrics into procurement workflows
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Enable dynamic reporting on supply-driven project risks
Want to Build a More Resilient Supply Chain?
Get in touch at info@murrayjoy.com to see how we can support your capital projects through smarter, more resilient supply-side strategies.
