Export businesses can scale by diversifying markets, strengthening supply chain resilience, and investing in digital capabilities, writes John Cradden.
Prioritising regional partnerships, agile production models, and continuous market intelligence helps firms navigate global volatility. A clear growth strategy built on innovation, adaptability, and customer‑led expansion positions Irish SMEs to thrive internationally.
In a world where disruptions to global trade by tariff wars are now an almost daily occurrence, Irish exporters should consider engaging in a renewed focus towards scaling their businesses as one of the ways to build resilience amid the uncertainty.
“By fostering a culture of agility and proactive response, companies can mitigate the impact of sudden external changes, turning potential setbacks into opportunities to refine operations”
The journey to becoming an export business will typically have taken you through several stages, including initial market research, developing an export strategy, building support networks in your chosen markets, market entry and, of course, exploring all the available grants and supports.
The route to scaling your export business should now look towards exploring new markets, taking action to strengthen your supply chains, and investing in digital capabilities. You can also build a buffer against global volatility by prioritising regional partnerships, and implementing agile production models.
Let’s look at each of these strategies in turn.
New markets
Prior to its International Markets Week event last October, Enterprise Ireland surveyed more than 700 firms planning to take part and found that 97% aimed to expand into new international markets over the course of the following 12 months.
In August, the organisation also launched two new supports in response to US tariffs: a Market Research Grant for tariff impact assessments and mitigation strategies worth up to €35,000 and a New Markets Validation Grant worth up to €150,000 to develop strategies for new markets or products.
It also has the Get Exporting programme for first-time exporters, but for businesses that have already dipped their toes, InterTradeIreland’s Trade Export Growth Pathway is a good step. This pathway is designed to support SMEs in expanding into new cross-border and international markets, with expert mentoring, strategy development, and funding to help accelerate growth.
Stronger supply chains
KPMG points out that regardless of global conditions, Irish businesses have been good at diversifying their supplier base across different regions, often focusing on where their end customers are based. Tariffs often apply to your components as well as your end products, so it makes sense to orientate your entire supply chain to be near a customer base.
Equally, ensuring more than one supplier in any given region is a sensible hedge against one supplier running into trouble and disrupting your entire supply chain.
Maintaining good relations with suppliers and partners will add a further layer of resilience to your supply chain. Encourage open communication and collaboration to maintain efficiency in internal operations, and regularly review contractual performance and operational KPIs.
Crucially, good relationships mean that responses to disruption can be quicker as suppliers are more likely to prioritise favoured customers. It can be tempting to set prices with suppliers now, but KPMG recommends keeping a careful balance between market pricing and hedging, especially if there are certain materials or components that are in short supply globally.
Regional partnerships
You can also extend the relationship building beyond your customer base by strengthening your business networks and add a further layer or resilience. By forming alliances with other local or regional companies, SMEs can pool resources, share market insights, and even combine purchasing power to secure better deals with suppliers.
Informal networks (such as local meet-ups or business forums) can rapidly spread information about emerging trade challenges and help companies coordinate a more effective response.
These local or regional alliances not only offer a practical safety net during international disturbances but also help foster a sense of community and shared purpose that can bolster overall market confidence.
Digital capabilities
The Enterprise Ireland survey also noted that 87% are already integrating or planning to integrate AI into their business operations, with two-thirds believing AI and digitalisation will be critical in winning future international business.
It can certainly help improve operational efficiency, particularly in manufacturing settings, as well as predict potential disruptions, while blockchain technology can strengthen supply chains by enhancing transparency and traceability – something that will be particularly valued amid the ongoing increase in export-related paperwork.
A robust digital presence also opens up new markets. For example, a strong website and social media strategy can help an SME reach overseas customers directly, reducing over-dependence on traditional export routes.
Agility and adaptability
Being agile can be a great foundation for stronger resilience as a business. Irish SMEs can build flexibility into their business models by having contingency plans in place. This might include maintaining a modest stockpile of crucial raw materials, or even adopting flexible staffing arrangements that enable quick role changes if needed.
It could also mean finding funding to invest in a new product, service or production process. Take a look at the Local Enterprise Office’s Agile Innovation fund, which supports the development of new or substantially improved products, services, or processes, where the total project cost is less than €300,000. Projects may range from solving technical challenges (R&D) to innovations in services delivery or business models (Digital Process Innovation).
By fostering a culture of agility and proactive response, companies can mitigate the impact of sudden external changes, turning potential setbacks into opportunities to refine operations.
Top image: Photo by Khrystyna Miskevych on Unsplash
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