On May 29, 2025, a senior category manager at BC Hydro, located in British Columbia, Canada, received an email from her boss saying that the BC Government had passed an act and issued a directive that could completely or partially halt BC Hydro’s purchases of materials from the United States. BC Hydro, a provincial Crown corporation supplying electricity to 95 per cent of British Columbia, relied on American suppliers for much of its highly specialized equipment, making it especially vulnerable to changes in cross-border trade policy. The senior category manager was tasked with analyzing inventory data to pinpoint the product categories most at risk, and using those insights to shape both immediate operational actions and strategic recommendations for the company. The scenario prompted consideration of how the organization could balance operational needs with strategic planning in the face of significant external shocks such as sudden changes in trade policy.
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