Foreword In the face of profound uncertainty – whether from immediate geopolitical tensions or decades-long climate challenges – industry professionals are experiencing a fundamental rewiring of global value chains. Once a landscape dominated by the principles of globalization, industry now finds itself shifting towards strategies of regionalization and dual sourcing. As headlines highlight geostrategic competitive moves and regional conflicts, threats of cybersecurity and intensifying climate events, decision-makers are navigating an increasingly complex operational environment where strategic agility and resilience have become non-negotiable foundations of competitiveness. Against this backdrop, the Global Future Council on Advanced Manufacturing and Value Chains, a collaborative think tank of industry experts, academic leaders, civil society representatives and public officials, has developed this white paper to provide insight and strategic guidance across multiple time horizons. By examining potential value chain configurations through 2030, 2040 and 2050, the Council offers manufacturing and supply chain executives a framework to prepare for a profoundly uncertain future. It is our intention that the driving forces and scenarios outlined in this paper can help public- and private-sector stakeholders inform decision-making processes and identify appropriate strategies and policies to ensure that the manufacturing sector delivers responsible growth. Our 2030 use cases demonstrate practical steps that leading companies are taking in the adoption of emerging technologies, while our 2040 scenarios provide strategic frameworks for value chain reconfiguration that balance resilience with competitive advantage. Ultimately, the visionary 2050 perspective that closes this report highlights critical priorities for sustainable progress and resilience that industry leaders can use to frame longer-term strategic goals. Amid this global rewiring and transformation of manufacturing and value chains, the Council has highlighted three areas of greatest uncertainty that will influence value chain configurations, namely to what extent will sustainability, collaboration and technology determine our industrial future. Our insights provide stakeholders with a framework to explore eight thematic areas and potential future scenarios affecting industry and society in 2030, 2040 and 2050. The Council hopes this white paper will help structure strategic planning with greater clarity and ensure that future value chain configurations work for all stakeholders – developed and developing countries, corporations of all sizes and societies at large, creating resilient, sustainable and equitable industrial ecosystems for decades to come.From Shock to Strategy: Building Value Chains for the Next 30 YearsJune 2025 Kiva Allgood Managing Board, World Economic Forum Jagjit Singh Srai Director of Research, Department of Engineering, University of Cambridge; Head, Centre for International Manufacturing, Institute for Manufacturing; Co-Chair, Global Future Council on Advanced Manufacturing and Value Chains From Shock to Strategy: Building Value Chains for the Next 30 Years 3

From Shock to Strategy 2025