{"id":99794,"date":"2026-02-16T16:42:23","date_gmt":"2026-02-16T15:42:23","guid":{"rendered":"https:\/\/www.efcom.de\/nearshoring-active-scf-risk-management-as-a-decisive-factor\/"},"modified":"2026-02-16T16:43:01","modified_gmt":"2026-02-16T15:43:01","slug":"nearshoring-active-scf-risk-management-as-a-decisive-factor","status":"publish","type":"post","link":"https:\/\/www.efcom.de\/en\/nearshoring-active-scf-risk-management-as-a-decisive-factor\/","title":{"rendered":"Nearshoring: Active SCF risk management as a decisive factor"},"content":{"rendered":"<div class=\"wpb-content-wrapper\"><p>[vc_row css=&#8221;.vc_custom_1708334309580{margin-top: 45px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;]<div id=\"ultimate-heading-275669e0e6c35e395\" class=\"uvc-heading ult-adjust-bottom-margin ultimate-heading-275669e0e6c35e395 uvc-429 \" data-hspacer=\"no_spacer\"  data-halign=\"center\" style=\"text-align:center\"><div class=\"uvc-heading-spacer no_spacer\" style=\"top\"><\/div><div class=\"uvc-main-heading ult-responsive\"  data-ultimate-target='.uvc-heading.ultimate-heading-275669e0e6c35e395 h1'  data-responsive-json-new='{\"font-size\":\"desktop:44px;\",\"line-height\":\"desktop:65px;\"}' ><h1 style=\"font-family:&#039;Roboto Condensed&#039;;font-weight:300;color:#eb9000;margin-bottom:30px;\">Article<\/h1><\/div><\/div><div id=\"ultimate-heading-653669e0e6c35e448\" class=\"uvc-heading ult-adjust-bottom-margin ultimate-heading-653669e0e6c35e448 uvc-2098 \" data-hspacer=\"no_spacer\"  data-halign=\"center\" style=\"text-align:center\"><div class=\"uvc-heading-spacer no_spacer\" style=\"top\"><\/div><div class=\"uvc-main-heading ult-responsive\"  data-ultimate-target='.uvc-heading.ultimate-heading-653669e0e6c35e448 h1'  data-responsive-json-new='{\"font-size\":\"desktop:50px;\",\"line-height\":\"desktop:65px;\"}' ><h1 style=\"font-family:&#039;Roboto Condensed&#039;;font-weight:700;\">Nearshoring: 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0px;\n}\n.icon-with-text-shortcode.icon-text-id-583ebc5c4e932576b2587b215d3f70b8.layout-2 .text-icon {\n  margin-left: 0;\n}\n.icon-with-text-shortcode.icon-text-id-583ebc5c4e932576b2587b215d3f70b8.layout-3 {\n  grid-template-columns: 5px minmax(0,1fr);\n}\n.icon-with-text-shortcode.icon-text-id-583ebc5c4e932576b2587b215d3f70b8.layout-3 .dt-text-title {\n  margin-left: 35px;\n}\n.icon-with-text-shortcode.icon-text-id-583ebc5c4e932576b2587b215d3f70b8 .dt-text-title,\n.icon-with-text-shortcode.icon-text-id-583ebc5c4e932576b2587b215d3f70b8 .dt-text-title a {\n  font-size: 14px;\n}\n.icon-with-text-shortcode.icon-text-id-583ebc5c4e932576b2587b215d3f70b8 .dt-text-title {\n  margin-bottom: 0px;\n}\n.icon-with-text-shortcode.icon-text-id-583ebc5c4e932576b2587b215d3f70b8 .dt-text-desc {\n  margin-bottom: 0px;\n}<\/style><div class=\"icon-with-text-shortcode  icon-text-id-583ebc5c4e932576b2587b215d3f70b8 layout-1  \" ><span   class=\"text-icon dt-icon-bg-off dt-icon-hover-off\" ><span class=\"icon-inner\"><i class=\"dt-regular-icon soc-icon icomoon-the7-font-the7-arrow-09\"><\/i><i class=\"dt-hover-icon soc-icon icomoon-the7-font-the7-arrow-09\"><\/i><\/span><\/span><span class=\"dt-text-title\"  >This article was first published in the \u2018World Supply Chain Finance Reports 2026\u2019 published by BCR Publishing. A PDF of the article can be downloaded at the end. <\/span><\/div>[\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771255716804{padding-top: 30px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_column_text css=&#8221;.vc_custom_1771255067333{padding-top: 20px !important;padding-bottom: 10px !important;}&#8221;]<span style=\"font-size: 15pt; line-height: 2.0;\">Rising costs, unpredictable disruptions, and geopolitical changes &#8211; all these factors have contributed to companies <strong>rethinking their strategies<\/strong> regarding procurement and manufacturing networks. <strong>Nearshoring<\/strong> or reshoring is the magic word, meaning the relocation of supply chains to geographical proximity. Systemically important industries in particular (such as energy, health, and food) have been and continue to be encouraged to (re)locate their production and procurement to Europe. What impact does this trend ultimately have on supply chain financing? This is a question we want to explore explicitly here, with a <strong>focus on Europe<\/strong>.<\/span>[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771254929366{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;]<div id=\"ultimate-heading-458269e0e6c35ea1e\" class=\"uvc-heading ult-adjust-bottom-margin ultimate-heading-458269e0e6c35ea1e uvc-6645  uvc-heading-default-font-sizes\" data-hspacer=\"no_spacer\"  data-halign=\"left\" style=\"text-align:left\"><div class=\"uvc-heading-spacer no_spacer\" style=\"top\"><\/div><div class=\"uvc-main-heading ult-responsive\"  data-ultimate-target='.uvc-heading.ultimate-heading-458269e0e6c35ea1e h3'  data-responsive-json-new='{\"font-size\":\"\",\"line-height\":\"\"}' ><h3 style=\"--font-weight:theme;\">Globalisation was the ultimate aim<\/h3><\/div><\/div>[\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771254946826{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_column_text css=&#8221;.vc_custom_1771255176764{padding-top: 20px !important;padding-bottom: 10px !important;}&#8221;]<span style=\"font-size: 15pt; line-height: 2.0;\"><strong>A look back:<\/strong> From the 1990s until 2020, global procurement strategies were all the rage. Companies focused on <strong>lower labour costs<\/strong> and benefited from tax incentives, taking advantage of advances in information and communication technology. The result was highly efficient and <strong>optimised supply chains<\/strong> to China and other Asian countries; products that were assembled in several countries and then sold in a completely different region. The downside: companies became more vulnerable to <strong>supply bottlenecks<\/strong> and production downtime, such as those caused by the coronavirus pandemic or the war in Ukraine. The <strong>deglobalisation<\/strong> and nearshoring that have been taking place for several years were and are a logical consequence of this: the aim is to relocate production and procurement back home in order to <strong>increase resilience<\/strong>. <\/span><\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"font-size: 15pt; line-height: 2.0;\">It&#8217;s getting more expensive, but safer<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"font-size: 15pt; line-height: 2.0;\">rates and labour costs are comparatively high in Europe, and significant investments must be made in setting up new production facilities, infrastructure, and workforce training. Legal and <strong>regulatory frameworks<\/strong> often present additional hurdles. Ultimately, nearshoring transitions can take years and cannot be implemented \u201cjust like that.\u201d However, it should be noted that nearshoring is not always and not necessarily an \u201ceither-or situation\u201d: many companies simply expand their portfolio of suppliers from nearby regions so that they can step in if their main partner encounters difficulties. Or nearshoring only takes place for a specific <strong>subgroup of products<\/strong> (segmentation of the supply chain). Basically, nearshoring is more suitable for highvalue products with high margins, where transport costs are also high, or for <strong>innovation-driven segments<\/strong> with frequent product changes.<\/span>[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771254968554{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;]<div id=\"ultimate-heading-17069e0e6c35ea84\" class=\"uvc-heading ult-adjust-bottom-margin ultimate-heading-17069e0e6c35ea84 uvc-509  uvc-heading-default-font-sizes\" data-hspacer=\"no_spacer\"  data-halign=\"left\" style=\"text-align:left\"><div class=\"uvc-heading-spacer no_spacer\" style=\"top\"><\/div><div class=\"uvc-main-heading ult-responsive\"  data-ultimate-target='.uvc-heading.ultimate-heading-17069e0e6c35ea84 h3'  data-responsive-json-new='{\"font-size\":\"\",\"line-height\":\"\"}' ><h3 style=\"--font-weight:theme;\">Opportunity for improved data quality and transparency<\/h3><\/div><\/div>[\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771254975067{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_column_text css=&#8221;.vc_custom_1771255249060{padding-top: 20px !important;padding-bottom: 10px !important;}&#8221;]<span style=\"font-size: 15pt; line-height: 2.0;\">There is no doubt that in today&#8217;s increasingly <strong>volatile business<\/strong> environment, it is important to reevaluate procurement locations. Nevertheless, nearshoring should not be seen as a panacea. Rather, it is important for company management to keep an eye on the <strong>big picture<\/strong>. In general, nearshoring reduces risks due to greater political stability, fewer logistical challenges, and lower currency risks. However, new risks arise in turn. These include the concentration of <strong>regional risks<\/strong> (suppliers from the same geographical region are simultaneously affected by a crisis, etc.), dependency risks from new suppliers, and data risks. The latter arise because information gaps must first be closed when establishing <strong>new partnerships<\/strong>.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"font-size: 15pt; line-height: 2.0;\">In the course of nearshoring, <strong>supply chain<\/strong> flows are generally becoming even more digitised. This also presents an opportunity from the perspective of SCF providers, as they benefit from <strong>improved data quality<\/strong> and transparency. More accurate data allows, among other things, more precise predictions to be made regarding potential risks.\u00a0<\/span>[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771254996817{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;]<div id=\"ultimate-heading-219769e0e6c35ead7\" class=\"uvc-heading ult-adjust-bottom-margin ultimate-heading-219769e0e6c35ead7 uvc-6484  uvc-heading-default-font-sizes\" data-hspacer=\"no_spacer\"  data-halign=\"left\" style=\"text-align:left\"><div class=\"uvc-heading-spacer no_spacer\" style=\"top\"><\/div><div class=\"uvc-main-heading ult-responsive\"  data-ultimate-target='.uvc-heading.ultimate-heading-219769e0e6c35ead7 h3'  data-responsive-json-new='{\"font-size\":\"\",\"line-height\":\"\"}' ><h3 style=\"--font-weight:theme;\">Nearshoring requires sophisticated risk management<\/h3><\/div><\/div>[\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771255004785{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_column_text css=&#8221;.vc_custom_1771255306231{padding-top: 20px !important;padding-bottom: 10px !important;}&#8221;]<span style=\"font-size: 15pt; line-height: 2.0;\">From the perspective of SCF providers, nearshoring is both a blessing and a curse. It is a blessing because it <strong>reduces political instability<\/strong>, exchange rate risks, and logistical disruptions. And it is a curse because it involves new supplier relationships, generally requires <strong>more flexibility<\/strong> and, above all, creates a certain pressure to be efficient due to higher costs. In other words, you have to look even more closely, analyse even more precisely, and go into even <strong>more detail<\/strong>. This is where higher data quality comes into play: in combination with advanced, <strong>AI-based predictive analysis<\/strong> models, it can be used to create various risk scenarios, which in turn provide an optimal basis for <strong>decision-making<\/strong>.<br \/>\n<\/span>[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771255011634{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;]<div id=\"ultimate-heading-802469e0e6c35eb25\" class=\"uvc-heading ult-adjust-bottom-margin ultimate-heading-802469e0e6c35eb25 uvc-7126  uvc-heading-default-font-sizes\" data-hspacer=\"no_spacer\"  data-halign=\"left\" style=\"text-align:left\"><div class=\"uvc-heading-spacer no_spacer\" style=\"top\"><\/div><div class=\"uvc-main-heading ult-responsive\"  data-ultimate-target='.uvc-heading.ultimate-heading-802469e0e6c35eb25 h3'  data-responsive-json-new='{\"font-size\":\"\",\"line-height\":\"\"}' ><h3 style=\"--font-weight:theme;\">Predict potential failures and delays<\/h3><\/div><\/div>[\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771255017418{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_column_text css=&#8221;.vc_custom_1771255402719{padding-top: 20px !important;padding-bottom: 10px !important;}&#8221;]<span style=\"font-size: 15pt; line-height: 2.0;\">From an SCF perspective, the greatest risks include payment defaults and <strong>delayed payments<\/strong> by suppliers. As we have already discussed, these risks tend to be reduced by nearshoring. However, for the reasons already mentioned (cost pressure, new supplier relationships), these factors remain significant variables from an SCF perspective. In a predictive model, payment behaviour can be continuously monitored to send <strong>early warning signals<\/strong> to the SCF provider. Ideally, such systems provide a comprehensive, multidimensional overview of hidden risk factors.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"font-size: 15pt; line-height: 2.0;\">Are there any significant deviations from the <strong>normal payment pattern<\/strong>? Can statistical outliers and <strong>behavioural anomalies<\/strong> be detected in the transaction data? All these findings should ultimately lead to insights that help you distinguish genuine deterioration from false alarms. In other words, you will be able to ask SCF customers the questions that really matter: Why is your company currently performing particularly well or particularly poorly compared to the industry as a whole? This allows you to identify impending payment difficulties or <strong>fraudulent intentions<\/strong> in good time.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"font-size: 15pt; line-height: 2.0;\">AI-based predictive models also <strong>reduce manual checks<\/strong> by SCF providers, increase their productivity, and, in the best case, are scalable &#8211; meaning they are designed for use in both small and large companies. To reap all the benefits mentioned above, such models must be trained with <strong>real SCF customer data<\/strong> and integrated into the respective customer ecosystem. This is not something that can be done overnight; it requires comprehensive <strong>implementation planning<\/strong> on the part of the SCF provider.<\/span>[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771255025603{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;]<div id=\"ultimate-heading-766869e0e6c35eb73\" class=\"uvc-heading ult-adjust-bottom-margin ultimate-heading-766869e0e6c35eb73 uvc-5057  uvc-heading-default-font-sizes\" data-hspacer=\"no_spacer\"  data-halign=\"left\" style=\"text-align:left\"><div class=\"uvc-heading-spacer no_spacer\" style=\"top\"><\/div><div class=\"uvc-main-heading ult-responsive\"  data-ultimate-target='.uvc-heading.ultimate-heading-766869e0e6c35eb73 h3'  data-responsive-json-new='{\"font-size\":\"\",\"line-height\":\"\"}' ><h3 style=\"--font-weight:theme;\">Conclusion<\/h3><\/div><\/div>[\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771255032306{padding-top: 10px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_column_text css=&#8221;.vc_custom_1771255447918{padding-top: 20px !important;padding-bottom: 10px !important;}&#8221;]<span style=\"font-size: 15pt; line-height: 2.0;\">Due to increased economic and political volatility, <strong>nearshoring<\/strong> has become an <strong>alternative<\/strong> to the globalisation that has prevailed to date. The aim of this trend, which can also be observed in Europe, is to achieve <strong>greater resilience<\/strong> among companies. In concrete terms, this means a shorter supply chain for companies, with lower transport costs and increased security. On the other hand, there are sometimes high initial investments in new production and procurement systems, as well as higher labour costs and strict regulations in Europe.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"font-size: 15pt; line-height: 2.0;\">From the perspective of SCF providers, the focus should also be on customer <strong>payment behaviour<\/strong> in nearshoring. After all, this is where the greatest SCF risks still lie. In this context, <strong>AI-based prediction models<\/strong> offer the opportunity to actively manage potential risks on the customer side. The resulting efficiency gains are important success factors for SCF providers.<\/span>[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1730451135338{padding-top: 25px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_btn title=&#8221;Download&#8221; color=&#8221;warning&#8221; align=&#8221;center&#8221; css=&#8221;&#8221; link=&#8221;url:https%3A%2F%2Fwww.efcom.de%2Fwp-content%2Fuploads%2F2026%2F02%2Fefcom_article_WSCFR_2026.pdf|title:Article%20Nearshoring%20%26%20SCF|target:_blank|&#8221;][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1730451135338{padding-top: 25px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_column_text css=&#8221;.vc_custom_1771254837528{padding-top: 20px !important;padding-bottom: 10px !important;}&#8221;]<span style=\"font-size: 13pt; line-height: 2.0;\"><strong>Sources:<\/strong><br \/>\n\u2022 Bain &amp; Company: Nearshoring: Overcoming the Obstacles, 2025<br \/>\n\u2022 LBBW: Has Offshoring had its day? 2022<br \/>\n\u2022 SAP: Evaluating nearshoring? Here are five realities, 2024<br \/>\n\u2022 KPMG: Trends in Supply Chain &amp; Friendshoring, 2025<br \/>\n\u2022 Eurystic: Nearshoring: How It Affects the Supply Chain and How to Anticipate It with Predictive Models, 2025<br \/>\n\u2022 Huszarconsulting &amp; efcom: AI assistants in factoring: Evolution or disruption?<\/span>[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>[vc_row css=&#8221;.vc_custom_1708334309580{margin-top: 45px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_single_image image=&#8221;99793&#8243; img_size=&#8221;large&#8221; alignment=&#8221;center&#8221; css=&#8221;.vc_custom_1771254169198{padding-top: 40px !important;}&#8221;][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;2\/5&#8243;][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771255967764{padding-top: 30px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][\/vc_column][vc_column width=&#8221;1\/5&#8243;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1771255716804{padding-top: 30px !important;}&#8221;][vc_column width=&#8221;1\/5&#8243;][\/vc_column][vc_column width=&#8221;3\/5&#8243;][vc_column_text css=&#8221;.vc_custom_1771255067333{padding-top: 20px !important;padding-bottom: 10px !important;}&#8221;]Rising costs, unpredictable disruptions, and geopolitical changes &#8211; all these factors have contributed to companies rethinking their strategies regarding procurement and manufacturing networks.&hellip;<\/p>\n","protected":false},"author":5,"featured_media":99793,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"yasr_overall_rating":0,"yasr_post_is_review":"","yasr_auto_insert_disabled":"","yasr_review_type":"","footnotes":""},"categories":[145],"tags":[181,140,182,305,337],"class_list":["post-99794","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-artikel-en","tag-efcom-en","tag-factoring-en","tag-innovation-en","tag-symposium-en","tag-zukunft","category-145","description-off"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.2 - 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