PwC Pulse Survey – Executive Views on Business in 2022 – Key Trends and Insights

Adopt a clear structure for risk planning that blends resilience and growth, tighten contracts where needed, and reallocate capital to multiple high-potential parts of the business.

The PwC Pulse confirms bottlenecks in supply and logistics: 62% report longer supplier lead times; 48% cite shipping delays that increased freight costs. 37% report increases in coverage and revised contract language; indeed, liability concerns rise as contracts evolve to shield operations from new shocks.

Performance metrics reveal a mixed picture: some sectors turned a corner as digital initiatives paid off, with productivity increases of 3–5 percentage points in funded programs. The data confirms that targeted automation and analytics lifted throughput in high-volume parts of the operation, and forecast error remained a concern for planning teams.

Regulatory risk escalates as laws and policy shifts affect cross-border activity. nagel observes that reforms require careful attention to transfer pricing and duty regimes; 54% say taxes-related planning grew more complex in 2022, complicating cross-border shipping and contract management.

To capture a pickup in recovery, leaders should prioritize a three-part playbook: diversify suppliers to reduce bottlenecks, rework contract templates to speed onboarding, and invest in data-enabled planning to cut errors in forecasting.

Establish a tight governance cadence with cross-functional teams that turn insights into action within 90 days. Use a clear scorecard to track part-level performance, and adjust resource allocation when performance gaps exceed 5% for two consecutive quarters.

Assign a dedicated owner for each part of the operation to ensure accountability and faster decision-making.

In sum, executives who adopt these practices report stronger resilience, leaner costs, and a more reliable path to growth across multiple regions.

Central America as a value-added sourcing hub: practical implications for executives in 2022

Recommendation: Establish a regional, talent-led product and services cluster in Central America to create a linked value chain with a strong home base for design, manufacturing, and after-sales, delivering on-time delivery and reducing costs.

Under a single leadership framework, align prioriteringar över product, marketing, sourcing, and operations to create clear governance at the regional level. This driven structure reduces concerns about fragmentation and ensures clinical, regulatory, and quality checks stay in rhythm with market needs.

Unify regional supply, R&D, and go-to-market activities to extract scale benefits–especially across Costa Rica, Guatemala, Honduras, and Nicaragua–while ensuring compliance with CAFTA-DR and local drug-related controls. A multi-country hub helps contained risk and accelerates learning for new products.

Invest in modular technologies and regional terminals to speed product rollouts; this shaping initiative creates a feedback loop that feeds updates to product design and supplier selection, with a visible sign of resilience.

Nearshoring reduces inventories and speeds replenishment (bränsle for continuous operations) and supports a långsiktig strategy to regionalize critical components, from home-based design to local assembly and testing.

Den volvo-inspired standard for supplier audits, combined with the satya mindset of customer-centric leadership, keeps supplier performance aligned with quality and delivery targets. The approach is driven by data, with quarterly scorecards and agreed triggers to accelerate improvement.

I marketing and customer engagement, coordinate regional go-to-market plans to avoid duplicative efforts and ensure messaging consistency across markets. Build a rico distribution model and plan for policy updates that trumps cost advantages, ensuring governance keeps pace with changes.

This ecosystem is part of a broader resilience plan to regionalize operations and reduce single-market dependence, creating more control over lead times and quality.

We should agree on a short list of KPIs–cycle time, quality yield, supplier readiness, and on-time performance–and publish updates to governance twice per quarter, so executives can track the initiative and make course corrections fast.

Drivers behind Central America’s rise: labor, logistics, and regional policy

Invest in a unified regional framework that aligns labor standards, logistics, and policy to maximize usmca benefits and attract manufacturing investments. A consolidated rule set reduces duplicate inspections, speeds customs clearance, and signals to investors that the region is a reliable place to scale operations, with progress tracked on a website used by members and government agencies. This clarity really helps attract nearshoring from china and other regions while avoiding unnecessary friction.

Labor pools in Central America are young, bilingual, and adaptive, with productivity gains supported by targeted training in industrial, logistics, and quality-control roles. Employers who implement upskilling and retention programs report improved output per worker and lower turnover after 12-18 months. Wage structures align with performance milestones, and promotional apprenticeship slots help fill high-demand tasks in electronics, textiles, and fulfillment centers. To improve retention, employers should offer clear career paths and on-the-job coaching.

Logistics networks anchor the region’s rise: upgrades at puerto cortés and puerto barrios boost port capacity, while new cross-border corridors link the Pacific and Atlantic coast via road and rail. Improved cargo visibility and digital tracking cut dwell times, enhancing reliability for shipments to angeles markets and everywhere along the coast. These moves reduce risk of supply shocks and support just-in-time manufacturing.

Regional policy changes, together with usmca labor provisions, add leverage for CA-based plants to compete with china-based suppliers. Opinions from industry associations are generally positive, and official announcements emphasize predictable rules of origin and wage safeguards. A move toward standardized documentation reduces cross-border friction. Rumors about new surcharges should be checked against official notices; real costs may shift modestly, but prudent buyers can negotiate flexible freight terms and avoid sudden price spikes by locking rates via longer-term contracts.

Action plan for 2022-2024: launch a unified cross-border program to align wage bands and safety certs; speed port and inland logistics upgrades with cost-sharing across public and private sectors; deploy cloud-enabled tracking and publish metrics on the website; set surcharge caps with carriers to stabilize freight costs; establish training hubs to retain talent; monitor global shifts and diversify markets beyond the US. Insights from satya in global tech leadership show that cloud-enabled visibility accelerates decision-making, helping firms respond quickly to disruptions while keeping costs in check. Harvey from the regional trade center notes that close collaboration among members reduces bottlenecks across the chain.

Top value-added sectors in Central America aligned with global demand

Target agro-processing and IT-enabled services as the fastest routes to capture global demand; establish a cross-border partnership with logistics players such as FedEx and hanjins to speed orders and reduce transit risk; deploy a practical trade toolkit that standardizes certifications, packaging, and quality controls. Starting with a 12-month plan, convert at least 15% of key crops into ready-to-market products and scale software-enabled services across two countries.

In agro-processing, capitalize on booming demand for high-value fruits, coffee, cacao, and processed vegetables. Invest in roasting, chocolate making, fruit cups, and shelf-stable products with traceable origin to meet rules and consumer expectations. Establish clusters near ports to shorten logistics and meet rising orders. Build an automated quality-control system and partner with local cooperatives to ensure responsible sourcing; implement a joint sustainability program with media outreach to share progress.

Textiles and apparel continue to offer nearshore advantages; Honduras, Nicaragua, and Guatemala can drive 30-50% value-added apparel production by 2025 by shifting to design-led production and attached finishing. Implement a contractor network with clear leadership and responsibility; align with US and EU trade rules; meet order windows; maintain supply with flexible capacity; invest in automation and lean processes to reduce dead stock. Build a strong pipeline of talent with local universities and fashion schools. Regularly publish progress in media and hold quarterly talks with buyers to manage expectations.

Technology-enabled services present a booming opportunity; Costa Rica, Guatemala, and Nicaragua host growing software, cybersecurity, and BPO capabilities. Create centers that combine talent with English-speaking capabilities to service US markets; push for localization, data security, and compliance; invest in training programs to scale talent; partner with local tech schools to fill high-skill roles. Employ a balanced approach to workload and contractor engagement, maintaining governance and respect for regulatory rules; implement quarterly meetings to track progress and refine roadmaps.

The logistics and e-commerce hub strategy leverages Panama’s ports and expanding distribution networks; a network with FedEx and hanjins would shorten lead times and improve reliability. Establish cold-chain capacity, automated warehousing, and customs clearance acceleration to support fresh-food exports and electronics components. Develop a resilient supply chain with clear rules and contingency plans; build a partnership with carriers for reliable last-mile delivery and transparent order tracking; use data analytics to push efficiency and reduce dead stock.

Additionally, solar panel assembly, battery components, and packaging equipment represent a starting point for green manufacturing; align with global demand for sustainable products; create cross-border supplier networks, invest in local training, and ensure compliance with international certifications; maintain balance between export growth and domestic market development; set a clear pathway to scale up production ahead of demand cycles.

To realize these sectors, Central America needs stronger leadership and talent development; establish a regional center of excellence for product development; require contractors to meet ethical and safety standards; conduct regular meetings with industry groups and public authorities; publish progress through media briefings; reset policies to reduce compliance friction; keep responsibility for labor standards and environmental impacts in view; pursue partnerships with global brands, including FedEx as a logistics partner and talent development programs to close skills gaps. Focus on long-term growth and trade rules alignment so that regional production can remain competitive and avoid the death of supplier networks.

Nearshoring playbook: site selection, timelines, and setup considerations

Start with georgetown, Guyana as the nearshore hub and set a 90-day plan to reach full operation by creating 3 facilities and a unified contact-center footprint that serves North American demand.

Site selection framework: evaluate geographies that enable closer contact with customers, fast approvals, and a favorable fiscal environment. Target locations with a strong talent pool, reliable power and fiber, and predictable vendor ecosystems. The hanjin port and regional airports provide efficient linkages for inbound goods and personnel, supporting an expansion path and reducing transit times.

Operational fit should align with sector needs, including healthcare and hospitals, media, and professional services. A close-to-home footprint helps shorten cycle times and improves service levels, fostering better collaboration with board directors and local authorities. There’s value in a unified approach that links facilities, contact centers, and IT hubs into a single operating model.

• Talent and facilities: identify sites with a large bilingual or multilingual talent pool and access to modern facilities that can host full-scale operations across 3 centers. Evaluate data-center strength, back-office space, and call-center readiness to meet demand for high-touch contact and back-office work.
• Infrastructure and resilience: prioritize sites with dependable power, redundant fiber, and robust disaster recovery plans. Consider blockchain-enabled data integrity for supply chain, customer records, and compliance trails.
• Regulatory and incentives: map local approvals and fiscal incentives that can accelerate ramp times. Engage with local authorities and directors early to avoid delays and to validate timing for permits and licenses. theres potential for tax relief and grants that support expansion while preserving financial flexibility.
• Cost and supply chain: compare lease rates, labor costs, and utility charges, then build a reserve for contingencies. Plan for 2–3 shift patterns to cover peak demand and ensure reserve capacity to respond to changes in demand.
• Vendor and ecosystem: assess the maturity of the outsourcing ecosystem, including banks, healthcare partners, media clients, and technology vendors. A balanced mix of suppliers reduces risk and enables closer collaboration with customers, partners, and the hanjin-linked logistics.
• Governance and risk: define the roles of directors in decision cycles, approvals, and performance reviews. Establish clear data governance and security controls from day one, with smart access policies and routine audits. Coordinate with companys leadership to align governance with corporate policy.

Timelines and phasing: outline a practical path from setup to full delivery. A 3-phase plan minimizes risk and aligns with budget cycles.

1. Phase 1: due diligence and setup. Complete site due diligence, secure permits, establish initial leases for 3 facilities, recruit core leadership, and implement a unified IT backbone with contact-center and back-office capabilities. Target 60–90 days to get critical approvals and initial staff on board.
2. Phase 2: build-out and ramp. Complete facilities fit-out, deploy IT systems, initiate training (target 200–250 frontline agents and 50–80 IT/support staff), and begin pilot operations for contact, finance, and IT support. Align staffing to forecast volumes and ensure reserve capacity to respond to changes in demand.
3. Phase 3: scale and optimize. Ramp to full capacity across all centers, optimize processes with smart automation, monitor KPIs, and adjust staffing to hitting targets. Use insights to inform expansion plans and potential new sites in geographies that complement georgetown-anchored operations.

Setup and enablement: focus on a tightly integrated operating model that connects people, processes, and technology. Build a unified data layer, enable omnichannel contact, and implement security controls aligned with healthcare and media clients. Keep a lean change-management program to adapt to regulatory changes and evolving client needs, and ensure leaders–directors and functional heads–maintain weekly cadence to review progress and approve adjustments.

Managing supply chain risks: diversification, contingency planning, and supplier collaboration

Diversify supplier lines across regions and product categories, and implement a 90-day contingency playbook to keep operations resilient during shocks. Map critical chains and identify alternative freight routes, shipper networks, and ports, including offered options, so you can switch modes quickly without triggering costly rushes.

Polled executives across industries report that adding regional suppliers and multi-modal shipping reduces late deliveries and sustains service levels in retail and healthcare. Prepare for drug supply gaps in healthcare by maintaining alternate suppliers and common-usage inventories. Use apics standards for visibility and a predictive analytics layer to monitor supplier risk. Establish a modern risk dashboard with automatic approval triggers for actions when risk scores rise, ensuring a trusted, coordinated response from the department and its leadership. This approach improves resilience during highs in demand and uses light signals to flag emerging risks.

Don’t let a disruption drag your operations; instead, join cross-functional planning with affiliates and key shippers. Avoid solo decisions by building trust through transparent data sharing and joint performance reviews. Prepare for openings in supplier capacity by running scenario drills. Data taps reveal risk drivers in real time, while robots in warehouses handle routine checks, speeding response and reducing cycle time, with shipping updates keeping logistics teams aligned.

Policy, trade, and investment signals to monitor in 2022 and beyond

Set up an updated policy-and-trade dashboard that flags every new mandate or tariff change within 24 hours and triggers adjusted spend and plans to protect margins.

Signals across policy, trade, and investment look different, yet all push for faster, smarter decisions. Use this practical checklist to capture concrete data and act with confidence.

• Policy signals: Track mandates and regulatory updates across key regions, especially rules impacting labor, environment, and cross-border movement. Look for changes that block or reconfigure current sourcing and cost structures every month. Monitor behavior shifts in suppliers and capture them in written guidelines to keep compliance visible. Updated dashboards enable smarter risk scoring and faster responses, including night checks of policy impact on operations. Identify associations between policy shifts and cost outcomes to inform plan adjustments.

• Trade signals: Monitor tariff schedules, quotas, and technical barriers to trade. Whether tariffs rise or fall, translate changes into revised pricing, supplier selection, and near-term sourcing decisions. Maintain a pool of alternative suppliers and update commercial terms accordingly. Track news feeds that precede policy moves and watch terminal congestion and port efficiency metrics to anticipate truckload disruptions and adjust inventory plans.

• Investment signals: Watch for incentives and policy stability that attract or deter investment. Note which sectors receive updated support and how associations between policy tone and investment flow shift over time. Use these signals to shape smarter capital allocation, update capex plans, and identify increasing risk in high-exposure regions. Consider how policy signals could influence the timing of large commitments and the choice of locations.

• Operational and logistics signals: Track demand signals, capacity shifts, and fleet utilization. Key metrics include truckload availability, terminal turnaround times, and night-shift reliability of carriers. News about congestion or regulatory changes can create blocks to throughput; build buffers and alternate routes or modes to maintain service levels. Use these signals to adjust spend and inventory plans, and to create contingency arrangements that keep service consistent.

1. Establish a 12-month policy-and-trade trigger calendar with clear owners and weekly update routines; automate alerts when mandates, tariffs, or incentives change.
2. Develop a flexible sourcing strategy with at least two viable suppliers for critical inputs and test alternative scenarios quarterly to verify resilience.
3. Integrate policy and trade signals into demand planning and forecasting; provide leadership with updated dashboards and concise monthly summaries.