What if geopolitics is no longer background noise in your supply chain, but the defining factor of your competitive advantage?

In this episode of Supply Chain Optimizers, host Diego Solorzano speaks with Maria Villablanca, transformation advisor, and three-time founder, HBR Advisory Council Member, and CEO of Villablanca Consulting Ltd, about how trade policy, AI, and regional shifts are redefining competitive advantage in supply chains. Maria shares a powerful three-question framework for cutting through crisis noise, the mindset shift needed to thrive amid disruption, and why today’s supply chain leaders must think like economists, strategists, and geopoliticians to stay ahead.

Maria Villablanca is a three-time founder and transformation advisor with 29 years of experience in global supply chain strategy and operations. She specializes in turning complex transformation plans into actionable results. She advises Fortune 500 companies and FTSE 100 leaders on operationalizing change, aligning people, technology, and processes, and managing geopolitical risk. Recognized as a Top 100 Woman in Supply Chain, Maria is also a global keynote speaker and thought leader, partnering with organizations like the World Economic Forum, Gartner, and Reuters. She is also an Advisory Council Member for Harvard Business Review.

Maria Villablanca introduces a powerful decision-making framework to help supply chain leaders navigate constant disruption. When a crisis hits, ask three questions: Does this stop customer delivery? Does it materially change your cost base? Does it harm your reputation or compliance? If not, move on. This filter helps leaders prioritize effectively, avoiding panic-driven firefighting. By separating signal from noise, whether tariffs rise 35% or shipping delays stretch by 20%, leaders can focus on structural resilience instead of reactionary fixes. Strategic calm, not chaos, drives long-term competitiveness.

Maria exposes how organizations confuse complexity with sophistication, creating inefficiencies that erode value. She highlights a common trap: procurement chasing the cheapest unit cost while ignoring logistical bottlenecks, bulk handling, or warehousing costs. These disconnected decisions cripple agility and raise expenses downstream. The solution is system-wide thinking, walking the supply chain backward from the customer to identify where complexity destroys value. Amazon exemplifies intelligent simplicity by optimizing for the customer, not departmental metrics. For leaders, true sophistication means clarity, cohesion, and speed, not needless complication that stalls performance.

Maria explains that most AI failures in supply chains stem not from technology gaps but from leadership fear. Leaders hesitate due to cost anxiety, data distrust, and perfectionism, allowing competitors using generative AI to pull ahead. She reframes the question from “When should we start?” to “What are we afraid of?” Citing Unilever’s success with AI-driven forecasting, she shows that adopting AI is about courage and cultural shift, not software. Fear of imperfection stifles innovation; those who treat AI as a transformation, not IT, will define the future.

Maria challenges the obsession with perfect data and endless planning that paralyzes supply chain transformation. Her solution: pick one problem, one champion, and one measurable outcome for a 90-day prototype. This small, focused experiment builds momentum and credibility while reducing risk. She compares it to a “Couch to 5K” journey; you don’t wait for perfect conditions, you start moving. The key is learning fast, iterating, and proving results. For modern supply chains, motion beats mastery; inaction is the real risk in today’s volatile world.

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