Global supply chain disruptions – help is on the way

“The CHIPS and Science Act will alleviate global supply chain disruptions, just not right away.”

Imagine if all the semiconductor chips your manufacturing operation needs were produced and widely available right in your own backyard. No more worrying about shortages, long order lead times, transit times and shipping delays, or exorbitant transport costs. No more tying up capital in safety stock and excess inventory to safeguard against the next global disruption. No more losing sleep over the escalating geopolitical tensions between China and Taiwan, two leaders in chip manufacturing, that could once again shut off access to critical components.

For many U.S. manufacturing companies that have been plagued by chip scarcity over the past several years, this sounds like a dream come true. And, in theory, this utopia is precisely what the CHIPS and Science Act of 2022 is intended to create. The law aims to reshore chip manufacturing and position the U.S. as the leader in the semiconductor industry for decades to come.

But it is not going to happen overnight.

John Ferguson explains in Industry Today why there is still supply chain strategy work to be done now by all companies to keep their production lines and operations running smoothly and profitability until they can reap the rewards from the CHIPS and Science Act.

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Frequently Asked Questions

What does TBM mean by “supply chain help is on the way—if manufacturers help themselves”?

The article explains that external supply chain conditions may improve over time, but manufacturers cannot wait passively for relief. True improvement depends on internal execution—how well organizations manage demand, prioritize work, and respond to variability. Companies that strengthen what they can control are far better positioned to benefit when external conditions stabilize.

Why do many manufacturers remain stuck in supply chain firefighting?

Manufacturers remain stuck because internal execution problems amplify external disruption. The article highlights that weak visibility, inconsistent decision‑making, and siloed responses turn supply issues into recurring crises. When organizations rely on expediting and workarounds instead of disciplined management, disruption becomes normalized rather than resolved.

How can manufacturers take control of supply chain performance despite disruption?

Manufacturers can take control by improving execution discipline rather than chasing external fixes. The article emphasizes strengthening daily management, improving cross‑functional alignment, and clarifying priorities so decisions are made faster and closer to real conditions. When manufacturers “help themselves” by stabilizing execution, they reduce risk, improve reliability, and are ready to capitalize when supply chain conditions improve.