Let’s be honest. Tariffs used to be background noise — a slow-moving policy lever that rarely disrupted day-to-day supply chain operations. But that’s no longer the case. In recent weeks, a new wave of U.S. tariffs has brought a level of unpredictability few supply chain leaders were prepared for.
They’re arriving fast, shifting frequently, and targeting a wide range of goods—from raw materials to finished products. This isn’t just a sourcing issue anymore—it’s a full-chain disruption, and most teams are still racing to adapt.
Tariffs Are Creating a New Cost Baseline
When landed costs jump 30 to 40 percent overnight, absorbing the hit isn’t an option. Tariffs are inflating costs across the board — from raw materials and transportation to packaging and components.
Pricing teams are left to decide whether to pass the increase to customers, compress margins, or overhaul their pricing structure entirely. But traditional approaches don’t scale. Long-term B2B pricing agreements make rapid changes difficult. Procurement departments trained to expect consistency are now dealing with constant flux.
A recent survey found that nearly half of wholesalers and manufacturers are struggling with the increased workload tied to price changes. One executive summed it up: “We’re rewriting our pricing playbook in real time.”
Static Pricing Doesn’t Work Anymore
Quarterly pricing reviews worked when input costs were stable. Today’s environment requires dynamic pricing, scenario planning, and flexible pricing logic. Some companies are introducing surcharge line items to create transparency, but many are still stuck with outdated tools.
Pricing updates live in spreadsheets. Internal systems aren’t connected. ERPs, procurement platforms, and digital commerce systems operate in silos, making real-time agility nearly impossible.
The result? Price changes lag behind reality, sales teams scramble, customers are caught off guard, and trust erodes.
Trust Is the New Currency in B2B
Buyers don’t just want competitive pricing — they want predictable pricing. If costs rise, they expect clear communication and fairness.
Unfortunately, many companies lack the infrastructure to provide that. Pricing logic can’t segment by customer tier or geography, so a strategic client might get hit with the same increase as a one-off buyer. That lack of nuance damages relationships.
Companies need both strategy and system updates to respond effectively, so pricing should reflect customer value, input exposure, and contract terms.
Legacy Infrastructure Is Holding Teams Back
Many B2B systems were built for stability, not volatility. Frequent updates break workflows, manual processes create bottlenecks, and disconnected systems cause delays and errors.
According to the same survey, over 70 percent of wholesalers and manufacturers say their pricing systems limit revenue potential, and nearly as many say they hinder competitiveness.
To move forward, companies are turning to modular architectures that decouple pricing from product data and allow real-time updates across platforms.
What Supply Chain Leaders Can Do Right Now
This isn’t a long-term transformation project. It’s a near-term imperative. Here are five practical steps to take today:
- Audit Your Pricing Workflows: Map where pricing logic lives, how updates are triggered, and where breakdowns occur. Identify manual touchpoints and assess how pricing flows across ERP, commerce, and customer systems.
- Run Tariff Impact Scenarios: Simulate multiple tariff levels and model their effects on margins, segments, and contracts. Build pre-approved rules for responding before the next announcement hits.
- Segment Pricing by Customer and Channel: Stop treating pricing as one-size-fits-all. Use historical data, geographic exposure, and account profiles to create tiered strategies that reflect true cost-to-serve.
- Invest in Systems That Support Change: Prioritize tools that enable modular pricing logic, ERP integration, and real-time synchronization across platforms. Look for API-first solutions with strong interoperability across your stack.
- Elevate Pricing as a Strategic Function: Treat pricing as a core supply chain lever. Include pricing leaders in sourcing, logistics, and forecasting conversations so your approach is proactive, not reactive.
Final Takeaway: Tariffs Are Exposing Pricing Weaknesses
Tariffs may be the trigger, but the deeper issue is structural. Most pricing systems weren’t built for this level of volatility.
That’s the wake-up call. Manufacturers and wholesalers that modernize now, with pricing strategies that are adaptive, transparent, and embedded in operations, will not only survive tariff disruption but also emerge more competitive.
Because in today’s supply chain climate, pricing agility isn’t optional. It’s a strategic advantage.
Bryan House is the president at Elastic Path, a composable commerce company.