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Global trade is shifting—again. Truces, tariffs, and trade swings drive shifts across supply chains, cost structures, and mobility strategies. As trade dynamics shift, relocation management companies (RMC) must reassess exposure, adapt to supply chain changes, and prepare mobility programs for potential ripple effects, including retaliation from trade partners. Global mobility teams are now dealing with a moving target of trade policies. What used to be predictable (tariffs, shipping routes, housing markets) is now constantly changing. It is up to the RMCs to find opportunities in the face of uncertainty.
This article explores how mobility leaders can adapt to the new regular—where trade policy shifts, reshape supply chains, disrupt housing markets, introduce new compliance risks, and directly affect how and where companies position their talent. Trade policy changes not only affect goods and merchandise but HR professionals and the mobility programs that govern their moves.
Tariffs and More
The America First Trade Policy, issued in January of 2025, didn’t immediately impose sweeping tariffs, but it made its intentions clear. By signaling possible increases on imports from Canada, China, and Mexico, the administration put trade partners on notice. Factor in a temporary truce with China and delayed EU tariffs, and it’s clear: the current policy landscape is anything but stable.
The average U.S. tariff rate has climbed to 21.9%-- the highest since 1909. Today’s headlines focus on specific rates or delays, but the real issue for global mobility is unpredictability. Planning relocations, budgeting for assignments, and coordinating international shipments have become more complex in this environment.
Planning relocation in a trade war isn’t just about logistics; it’s about timing, strategy, and foresight.
The role of global mobility professionals is no longer to support business decisions after the fact but to act as a proactive strategic partner, ready to advise our clients on policy changes when those decisions are made.
Compliance and the Risk of Tariff Washing
To navigate high tariffs, reports show that some companies are turning to “tariff washing,” which is the practice of rerouting goods through third countries to bypass trade penalties. At the same time, it may seem like a cost-saving workaround, but global mobility leaders should make companies aware that it poses significant legal risks.
For global mobility professionals, this introduces new challenges. Companies could inadvertently trigger compliance violations involving household goods, company vehicles, or office equipment. Working with vetted logistics partners and maintaining clear, accurate documentation is critical to minimizing customs scrutiny and avoiding penalties.
Trade Disruption & Housing: A Relocation Reality Check
For global mobility teams and HR leaders, tariff-related business shifts don’t just disrupt supply chains, they reshape housing markets as well. Trade policies influence the rise in cost for building materials imported from other countries. This drives up the cost of building new homes which also signals a decline in housing affordability. AD Mortgage says, “Higher costs for goods and services due to tariffs can fuel inflation, prompting banks to raise interest rates.”
As companies seek to reshore or expand into secondary U.S. cities, the housing demand can spike before inventory catches up.
For mobility teams, this can mean increased temporary housing costs in new markets or underdeveloped areas, which could lead to limited availability of family-friendly or executive-level housing. It could also signal a greater need for pre-decision support and area orientation services.
Additionally, in key port cities or FTZ zones where trade volume fluctuates, local housing markets may experience unusual unpredictability. Staying aligned with local real estate partners and relocation management companies can help HR and mobility teams appropriately forecast housing availability and budget.
A shift in trade policy can ripple into housing markets overnight — mobility must be ready before the market moves.
Strategic Talent Management in an Unstable Trade Environment
Mobility costs are rising, especially in industries affected by tariffs on materials and equipment. These costs have prompted many clients to revisit their global assignment policies. Global mobility leaders are adjusting their global mobility strategies with more focus on local talent development and more flexibility in international assignments.
Long-term, traditional assignments are still the most popular type of assignment but are giving way to short-term, commuter, or event virtual options that reduce costs while preserving flexibility.
At the same time, evolving trade policy may open new markets and create unexpected business needs. Mobility programs must be agile and responsive, ready to deploy talent wherever the opportunity leads. That means reassessing assignment frameworks, budgeting models, and supplier partnerships to stay current with change.
Is Trade Policy Redrawing the Talent Map?
As tariff uncertainty grows, many organizations are rethinking their global footprint. Another thing to take into consideration is where these new assignments could be. Reorganization is back in focus, creating shifts in talent demand. According to the Journal of Commerce, businesses increasingly turn to foreign trade zones (FTZs) for temporary relief. FTZs allow goods to be stored near ports without triggering tariffs, which helps defer costs and simplify compliance with trade policies.
These shifts can create new mobility needs in previously quiet markets. Secondary cities, manufacturing hubs, and logistics corridors are becoming hotspots. Mobility teams must align with real estate, supply chain, and business leaders to anticipate where talent is needed next.
Agility is the New Advantage
Trade policy isn’t motionless — and mobility strategy shouldn’t be either. Whether navigating a tariff spike, managing rerouted shipments, or supporting talent moves in emerging markets, NEI will continue serving as a strategic partner to clients and suppliers.
In this new era, success won’t come from perfect predictions but fast, informed, and flexible action. For global mobility leaders, the path forward lies in building programs responsive by design: agile in structure, embedded in broader business strategy, and equipped to evolve alongside global trade.
Being in the middle isn’t a weak spot — it’s a position of power. Global mobility is no longer reacting to change; it’s helping lead the way through it.
Global trade is shifting—again. Truces, tariffs, and trade swings drive shifts across supply chains, cost structures, and mobility strategies. As trade dynamics shift, relocation management companies (RMC) must reassess exposure, adapt to supply chain changes, and prepare mobility programs for potential ripple effects, including retaliation from trade partners. Global mobility teams are now dealing with a moving target of trade policies. What used to be predictable (tariffs, shipping routes, housing markets) is now constantly changing. It is up to the RMCs to find opportunities in the face of uncertainty.
This article explores how mobility leaders can adapt to the new regular—where trade policy shifts, reshape supply chains, disrupt housing markets, introduce new compliance risks, and directly affect how and where companies position their talent. Trade policy changes not only affect goods and merchandise but HR professionals and the mobility programs that govern their moves.
Tariffs and More
The America First Trade Policy, issued in January of 2025, didn’t immediately impose sweeping tariffs, but it made its intentions clear. By signaling possible increases on imports from Canada, China, and Mexico, the administration put trade partners on notice. Factor in a temporary truce with China and delayed EU tariffs, and it’s clear: the current policy landscape is anything but stable.
The average U.S. tariff rate has climbed to 21.9%-- the highest since 1909. Today’s headlines focus on specific rates or delays, but the real issue for global mobility is unpredictability. Planning relocations, budgeting for assignments, and coordinating international shipments have become more complex in this environment.
Planning relocation in a trade war isn’t just about logistics; it’s about timing, strategy, and foresight.
The role of global mobility professionals is no longer to support business decisions after the fact but to act as a proactive strategic partner, ready to advise our clients on policy changes when those decisions are made.
Compliance and the Risk of Tariff Washing
To navigate high tariffs, reports show that some companies are turning to “tariff washing,” which is the practice of rerouting goods through third countries to bypass trade penalties. At the same time, it may seem like a cost-saving workaround, but global mobility leaders should make companies aware that it poses significant legal risks.
For global mobility professionals, this introduces new challenges. Companies could inadvertently trigger compliance violations involving household goods, company vehicles, or office equipment. Working with vetted logistics partners and maintaining clear, accurate documentation is critical to minimizing customs scrutiny and avoiding penalties.
Trade Disruption & Housing: A Relocation Reality Check
For global mobility teams and HR leaders, tariff-related business shifts don’t just disrupt supply chains, they reshape housing markets as well. Trade policies influence the rise in cost for building materials imported from other countries. This drives up the cost of building new homes which also signals a decline in housing affordability. AD Mortgage says, “Higher costs for goods and services due to tariffs can fuel inflation, prompting banks to raise interest rates.”
As companies seek to reshore or expand into secondary U.S. cities, the housing demand can spike before inventory catches up.
For mobility teams, this can mean increased temporary housing costs in new markets or underdeveloped areas, which could lead to limited availability of family-friendly or executive-level housing. It could also signal a greater need for pre-decision support and area orientation services.
Additionally, in key port cities or FTZ zones where trade volume fluctuates, local housing markets may experience unusual unpredictability. Staying aligned with local real estate partners and relocation management companies can help HR and mobility teams appropriately forecast housing availability and budget.
A shift in trade policy can ripple into housing markets overnight — mobility must be ready before the market moves.
Strategic Talent Management in an Unstable Trade Environment
Mobility costs are rising, especially in industries affected by tariffs on materials and equipment. These costs have prompted many clients to revisit their global assignment policies. Global mobility leaders are adjusting their global mobility strategies with more focus on local talent development and more flexibility in international assignments.
Long-term, traditional assignments are still the most popular type of assignment but are giving way to short-term, commuter, or event virtual options that reduce costs while preserving flexibility.
At the same time, evolving trade policy may open new markets and create unexpected business needs. Mobility programs must be agile and responsive, ready to deploy talent wherever the opportunity leads. That means reassessing assignment frameworks, budgeting models, and supplier partnerships to stay current with change.
Is Trade Policy Redrawing the Talent Map?
As tariff uncertainty grows, many organizations are rethinking their global footprint. Another thing to take into consideration is where these new assignments could be. Reorganization is back in focus, creating shifts in talent demand. According to the Journal of Commerce, businesses increasingly turn to foreign trade zones (FTZs) for temporary relief. FTZs allow goods to be stored near ports without triggering tariffs, which helps defer costs and simplify compliance with trade policies.
These shifts can create new mobility needs in previously quiet markets. Secondary cities, manufacturing hubs, and logistics corridors are becoming hotspots. Mobility teams must align with real estate, supply chain, and business leaders to anticipate where talent is needed next.
Agility is the New Advantage
Trade policy isn’t motionless — and mobility strategy shouldn’t be either. Whether navigating a tariff spike, managing rerouted shipments, or supporting talent moves in emerging markets, NEI will continue serving as a strategic partner to clients and suppliers.
In this new era, success won’t come from perfect predictions but fast, informed, and flexible action. For global mobility leaders, the path forward lies in building programs responsive by design: agile in structure, embedded in broader business strategy, and equipped to evolve alongside global trade.
Being in the middle isn’t a weak spot — it’s a position of power. Global mobility is no longer reacting to change; it’s helping lead the way through it.
