2026年全球贸易报告

Trade departments are experiencing unprecedented Executive summary Many corporate trade departments are experiencing unprecedented elevation within organizations,shifting their roles to strategic business partners rather than being viewed as a cost center. Indeed, asignificant portion of trade professionals are seeing greater engagement, influence, and recognition In fact, this may be the forefront of a fundamental revaluation of trade’s role in enterprise success,necessitated by tariff volatility and enabled by a dramatic rise in technology adoption. This past year presents a far different global trade landscape than it did in 2024. The tariffs institutedby the United States in 2025 and other changes have left global trade professionals and their The implications are widespread, impacting not only costs of goods, but trade relationships, supplychains, and location of markets and suppliers, adding significant new elements of risk. The US- In this fourth annual iteration of the Thomson Reuters Institute’sGlobal Trade Report, we examinestrategic priorities and responses in the current global trading environment. This report was derived The previous year’s report described the landscape as one of “almost constant disruption” that washindering global trade. Events since then have ratcheted up that assessment to a completely new level,making the 2025 trade environment structurally different from the cycles that preceded it. Looking Respondents to our survey say they see the effects of tariffs cascading across operations, finance,and all other aspects of any business that conducts international trade. These tariffs are significantlyimpacting everything from inventory management to market commitments and much more. In addition The trade landscape is increasingly anchored on unstable ground that can shift dramatically overnight.Tariffs have triggered both supply chain volatility and mounting regulatory pressures that are converging In addition to the tariff situation, corporate trade departments must also contend with on-goingchallenges involving international conflicts, other trade disputes, cost management, ESG and other Yet within this turbulence also lies a remarkable opportunity, respondents say. Many tradedepartments are seizing the opportunity to become innovators and early movers, leveraging the Trade departments are emerging from the sometimes-unseen shadows of back-office operations Key findings: As we track developments across the numerous changes in theglobal trade profession, this year’s report identified some key 4 in 10are seeingincreased influence at •A growing number of trade departments are being elevatedwithin organizational structures, moving from being seen as a •Technology adoption has surged dramatically. Tradedepartments are moving quickly to explore emerging 40%are exploringAI or blockchain •Challenges such as supply chain resilience and regulatorycompliance are no longer discrete functions. They now •As a result, supply chain reliability and regulations remain thetop priorities for many trade professionals — but with a greatly 72%said tariff volatilityis the most •Tariffs and their associated costs are not only causingoperational difficulties, but they are threatening businessprofitability. Almost four-out-of-ten (39%) survey respondents Becoming a strategic business partner:A growing sea change in the The most remarkable change in global trade management over the past year is that vanguard tradedepartments are experiencing unprecedented elevation within their organizations. Companies arefundamentally re-evaluating — and increasingly recognizing — the strategic importance of trade The survey findings indicate trade professionals are increasingly taking a bigger seat at table forstrategic planning within their organizations. Fully 43% of trade professionals surveyed say theyare experiencing enhanced influence over procurement decisions, while 37% report more frequent Further, those trade departments that are early movers in this trend are no longer seen as a costcenter that simply manages compliance. Instead, they are being called upon to formulate and deliverstrategic responses to business-critical challenges arising from the new trade environment. One survey Indeed, greater strategic input from the trade function can help navigate the organization through these Trade functions within organizations are increasingly being positioned as more than simplyadministrators of transactional filings. Trade departments are now interpreting crucial regulatorystructures and policies, as well as strategically anticipating new shifts and challenges. Today, trade is The TR Institute’s View: Strategic elevation of trade functions within organizations is rapidly taking hold. Tradedepartments that are early adopters are already seeing major structural changes, not merely Trade departments that are not yet experiencing this have an unprecedented opportunity to The challenge for