STRATEGIC PLANNING
SCENARIO PLANNING
California
Mountain West
How confident are you in your company’s ability to adapt to external disruptions (e.g., economic conditions, tariffs, etc.) over the next year?
All West
23%
39%
25%
We’re staying the course and not making major changes We don’t currently have a strategic plan in place We’re holding off on long-term decisions until there’s more clarity We’re actively reworking our plans to reflect current conditions We’ve made minor adjustments but kept our long-term strategy intact
Which best describes your company’s current approach to strategic planning in response to uncertainty?
8%
31%
6%
35%
37%
35%
15%
38%
5% 5%
Oregon
All West
35%
KEY
27%
5%
Moderately Confident Very Confident
6%
40%
35%
20%
Not Confident Slightly Confident
31%
All West
18%
How frequently are you revisiting or updating your financial forecasts in light of current economic volatility?
Monthly or more often
53%
Quarterly
Which of the following external risks are you most actively planning for in the next 12 months? Respondents could choose more than one answer
27%
Semi-annually
Inflation and cost volatility
Pressure from competitors
Finding/retaining talent availability
Supply chain disruptions
Tariff or trade changes
2% 0%
Annually
50%
65%
58%
35%
35%
California
We do not regularly update our forecasts
60%
35%
50%
55%
45%
Oregon
Mountain West
63%
56%
56%
44%
31%
“For the rest of 2025 our focus is strengthening our supply chain and enhancing operational efficiency.”
How Leaders are Managing Uncertainty
“Closely monitoring material costs and subcontractor rates to maintain profitability.”
56%
53%
55%
44%
37%
“We are investing in predictive analytics to anticipate market shifts.”
All West
How Leaders are Managing Uncertainty
“Providing cross training programs to our staff for handling labor shortages.”
“Upgrading our workforce to adapt to emerging technologies.”
“Preserve cash flow, avoid unnecessary spending, and reassessing capital investments.”
“Diversifying offerings and refining client profiles to offset tariff shocks and economic volatility.”
“We are adjusting capital plans and procurement strategies to manage any kind of uncertainty.”
“Strengthening operational efficiency and investing in technology.”
“Looking for more suppliers who are closer to us geographically, particularly for high demand items.”
“We are proactively working to improve our brand communication to build trust and transparency.”
Aldrich Uncertainty Report | Q4 2025
Aldrich Uncertainty Report | Q4 2025
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Copyright © 2025 Aldrich Services LLP. All rights reserved.
Copyright © 2025 Aldrich Services LLP. All rights reserved.
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