For decades, global supply chains have been built around efficiency. But for the transformer industry, geopolitical uncertainty is changing what an effective supply chain needs to deliver. 

Conflict, trade restrictions, raw material volatility and concentrated sources of supply are exposing dependencies across the transformer value chain. At the same time, demand for electricity infrastructure continues to increase. 

At CWIEME Berlin 2026, a panel of industry experts explored how transformer manufacturers and suppliers can respond, and why resilience now needs to sit alongside cost and efficiency in long term planning. 

Efficiency alone is no longer enough 

Recent disruption has highlighted the risks associated with long, concentrated supply chains. 

The panel discussed how geopolitical tensions in Europe and the Middle East have affected industry relationships, logistics and access to materials. Dependence on concentrated sources for transformer laminations and rare earth metals was highlighted as one example of the strategic exposure facing manufacturers. Navigating Geo-Political Risks … 

The pandemic had already demonstrated how quickly global logistics could be disrupted. Since then, tariffs, labour shortages and fluctuating raw material prices have added further pressure. 

For manufacturers, this is driving a shift in priorities. Efficiency remains essential, but flexibility and security of supply are becoming increasingly important measures of supply chain performance. 

Diversification can strengthen resilience 

One response discussed by the panel was friend shoring, working with trusted partners across multiple geographies to reduce dependence on individual markets or suppliers. 

Localisation and supplier diversification could provide manufacturers with more options when disruption occurs. However, simply adding suppliers will not resolve every constraint. 

Transparency and long term demand planning are also critical. 

Closer communication between OEMs, component suppliers and customers can provide greater visibility of future requirements, helping suppliers make investment decisions and manufacturers identify potential bottlenecks earlier. 

Greater harmonisation of transformer designs could also support more flexible supply, although the panel recognised the difficulty of aligning international standards such as IEC and IEEE.

Supply chain resilience also depends on people 

Materials and components are only part of the challenge. 

The transformer sector is also facing an ageing workforce, creating the risk that valuable technical knowledge could leave businesses as experienced employees retire. 

The panel highlighted mentoring, mid career retraining and stronger efforts to attract younger professionals as important responses. Knowledge transfer needs to happen before expertise disappears from organisations. 

Technology can support that transition too. AI and automation were discussed as tools that could help optimise manufacturing processes and respond to changes in demand. But technology does not replace the need for specialist engineering and manufacturing skills. 

Building resilience therefore requires investment in both production capability and people. 

Collaboration is becoming a strategic requirement 

The transformer industry is being asked to expand while the conditions surrounding production become less predictable. 

No individual business can control geopolitical events or eliminate every supply chain risk. Companies can, however, improve visibility, diversify sourcing, develop skills and build stronger relationships across the value chain. 

That makes industry collaboration increasingly important. 

CWIEME Berlin brings transformer manufacturers, materials specialists, component suppliers and technology providers together at a time when those relationships have direct implications for future capacity and resilience. 

The transformer supply chain of the future may look different from the one built primarily around global efficiency. Greater localisation, diversification and flexibility all have a role to play. 

For the industry, the priority is increasingly clear: build supply networks capable not only of meeting growing demand, but of continuing to deliver when global conditions change.