Strategic resilience in a circular world: The time is now for CERA

As global markets evolve amid geopolitical tension, resource constraints, and regulatory change, businesses are being forced to rethink linear supply chains and global dependencies. The longstanding model of hyper-globalisation, built on offshoring, just-in-time logistics, and access to cheap, abundant materials, is giving way to a new paradigm rooted in strategic regionalisation.

In this context, ‘materials autonomy’ is emerging as a critical policy and business priority. Countries and companies alike are seeking to secure access to critical raw materials, reduce import dependencies, and build local value chains that are more circular, resilient, and strategically aligned. This structural shift heightens the urgency for businesses to embed circularity into core strategy.

As companies move toward more circular business models, they also face new categories of risk, such as exposure to fluctuating material availability, regulatory complexity, and reputational scrutiny. In this landscape, a CERA offers a structured, forward-looking approach to evaluate a company’s vulnerabilities, dependencies, and opportunities. By mapping material flows, assessing lifecycle risks, and identifying exposure to systemic disruptions, CERA supports smarter decision-making on everything from product design and sourcing to investment and compliance.

Now is a critical moment to bring these assessments to the forefront. The convergence of supply chain instability, regulatory acceleration, and increasing stakeholder expectations raises an important question: How can businesses stay ahead of rapidly shifting risks in a circular economy? CERA helps answer that by offering insight into where supply chains are vulnerable, how resource and waste streams impact resilience, and what actions are needed to future-proof operations. In a market increasingly defined by sustainability performance, resilience, and material transparency, integrating circular risk thinking is no longer optional, it is a competitive imperative.