Supply Chain Visibility and Strategy for Manufacturers
Originally published on May 27, 2026
“The better companies are looking beyond their tier one suppliers and saying, okay, where else do I need to go?” — Mike Sibley, James Moore & Co.
In this episode of Moore on Manufacturing, Mike Sibley shares practical guidance on how manufacturers can improve supply chain visibility, manage inventory more strategically and make smart decisions when unexpected cash comes in. The conversation covers everything from ERP optimization and simple dashboards to what manufacturers should do if tariff refunds arrive.
Mike and his host work through some of the most pressing supply chain questions manufacturers are facing right now, including how to balance just-in-time and just-in-case inventory, how to start building visibility without overspending on technology and how to risk-assess your supplier base before the next disruption hits.
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Full Transcript
[00:01] Host: Hi everyone and welcome to the Moore on Manufacturing episode. I am here with Mike Sibley. Hi Mike. How are you?
[00:05] Mike Sibley: Good. How are you doing?
[00:06] Host: Good, good. It’s a little rainy here in South Florida, but it’s nice.
[00:10] Mike Sibley: We don’t have that issue here. Although we could probably use some rain with all the fires and fire threats going on.
[00:19] Host: So we have a big episode today. I’m just going to ask you a few rapid fire questions and you can give us some of your advice. The first question is: after years of disruption from global instability to freight volatility, are manufacturers finally stabilizing or is this just the new normal?
[00:38] Mike Sibley: I think to some degree there is some stabilization when you talk about being able to predict a little bit better, getting your materials. But now we’re in this weird structural volatility stage with geopolitics, the tariffs, fuel costs, ongoing conflicts. It’s like you start seeing something positive and then something happens and it’s constantly up and down. I hope this isn’t a new normal, but it seems like dealing with supply chain stabilization is becoming even more important than ever because of all these disruptions that keep happening.
[01:10] Host: Absolutely. When you look at today’s environment, what’s fundamentally changed in how supply chains need to be managed?
[01:18] Mike Sibley: The decision model has gotten more complicated. When you start talking about landed costs, now you’ve got to deal with tariff costs and the resilience of your supply chain. Where is it coming from? Is it going to get here? Is it going to get stuck somewhere? The better companies are looking beyond their tier one suppliers and saying, okay, where else do I need to go? What other supporting sources do I need to have? You really have to look at your supply chain and ask how do I derisk myself.
[02:20] Host: What’s the biggest mistake you see manufacturers making when they try to futureproof their supply chain?
[02:28] Mike Sibley: Futureproofing can mean a lot of different things. Some companies just stockpile everything, which depending on your industry and what kind of materials you carry, can put you at big risk with carrying costs and cash flow. But I think real futureproofing is about supplier visibility and collaboration, better planning data, better forecasting and really thinking about how your supply chain feeds into your forecast and where you’re going as a company. That’s how you start better futureproofing your business.
[03:04] Host: Inventory strategy has completely shifted. How should manufacturers think about the balance between just-in-time and just-in-case today?
[03:14] Mike Sibley: It’s probably a hybrid model. You’ve got to look at supplier lead times and how many suppliers you have for a particular item, and balance that against your critical materials. The things that take a long time to get, you have to lean more toward just-in-case. And how do you collaborate with those suppliers to give them visibility into your forecast? Are you sharing your forecast with them? That helps them plan better. That’s really the whole idea of a supply chain: connecting those links up and down the supplier base so you can better manage your own business.
[04:21] Host: Where do you see companies getting it wrong when it comes to inventory? Holding too much versus not enough?
[04:30] Mike Sibley: Holding too much leads to obsolescence issues and cash issues. Inventory is cash sitting on a shelf, and carrying costs are 20 to 30%. Sometimes you hear people say they’re going to order a large quantity and get a big discount. That’s fine, but how long is it going to take you to use it? Are you going to be borrowing on a line of credit? Do you have the working capital to support that? Do you have the forecast to support it? If you don’t, you could end up throwing that inventory away and the whole discount disappears. There’s a big planning process involved. It doesn’t need to be overcomplicated, but if you can set up a simple system, you can plan better.
[05:14] Host: A lot of leaders know they need better data and visibility but don’t know where to start. What actually moves the needle without overcomplicating things?
[05:25] Mike Sibley: Some really simple dashboards can start the process. It starts with having good, accurate information. Make sure your inventory quantities on hand are actually correct. Cycle counting and periodic physical counts help ensure your system reflects reality. From there you can build dashboards that include supplier performance, forecast accuracy and lead times. Build it out on a few simple metrics and then expand over time so you don’t overcomplicate the situation.
[05:59] Host: For midsize manufacturers especially, how do you improve supply chain visibility without overspending on technology?
[06:10] Mike Sibley: Start with whatever ERP system you have. I see a lot of companies that have ERPs and they’re not using the technology within the system as well as they could. Maybe it wasn’t set up right or they just haven’t put the discipline and accountability into following the process. Start there. I’m a big fan of budgeting and forecasting, even at the product level. Some companies say it’s really hard to predict, but with AI and Excel and the tools available now, you can apply statistical models to help you plan better. James Moore has built supply chain dashboards for companies that take your forecast, your raw materials and your lead times and plan out purchasing patterns. That way you can better predict cash flows. And on top of that, use a 13-week model. Look at your working capital and manage it.
[07:42] Host: If you had to simplify it, what’s one supply chain move manufacturers should prioritize right now to build real resilience?
[07:52] Mike Sibley: Supplier collaboration and visibility forecasting. I would go back and do a risk assessment. Ask yourself: what are my most critical components and where do I have risk? Build visibility with those suppliers first, then build your forecast. I see companies run out of materials all the time and get stuck having to delay orders. How does that happen? They lost sight of their quantities, thought they had more than they did, and a supplier backed up and couldn’t meet what they thought were typical lead times.
[09:18] Host: There’s a really trending question right now. We’re seeing companies potentially receive large tariff refunds. How should manufacturers think about using that kind of one-time cash strategically, especially in today’s uncertain environment?
[09:41] Mike Sibley: I would treat it as non-recurring cash, not something that’s going to continue. Don’t put it in and say this is going to pay our operating costs because it won’t keep happening. From there, some refunds may need to be passed through to customers. Other good uses might be debt reduction or capital expenditures like automation upgrades. It’s a one-time source. I know some companies are struggling with margins because tariffs are continuing and who knows what happens when the current set expires. So continue to plan for that: look at your pricing, look at your costs. When these refunds do come, I would treat it as an opportunity to invest in the company.
[10:52] Host: Well it was so great talking to you today, Mike. Thanks for all of your wisdom. We are going to do another episode in May so everyone stay tuned. And Mike, you’re speaking in Tampa at a conference so everyone keep a lookout for that too.
[11:12] Mike Sibley: I appreciate everything. It was good talking to you today.
Watch the full conversation with Mike Sibley on the Moore on Manufacturing YouTube channel and subscribe so you don’t miss the next episode.
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