Home-field advantage: For brands with U.S. production, a rare window to outmaneuver the competition

But for U.S.-based brands, this moment offers a rare strategic tailwind. Overseas competitors face increased costs and supply chain disruptions. Domestically produced goods gain an edge not just in price, but in perception.

U.S. brands have a unique card to play when global trade turns turbulent.

Local production is more than a feel-good story. For brands already manufacturing in the U.S., it’s a strategic asset. This article speaks most directly to companies with an existing domestic footprint. For those who can already claim “Made in America” in some form, the evolving trade landscape creates an opportunity to elevate that operational choice into a core brand advantage.

Most companies react defensively to shifts in trade policy. They often resort to short-term tactics: absorbing increased costs, raising prices, or hastily reconfiguring supply chains. Recent data backs this up—surveys show the majority of firms plan to pass tariff-related costs onto consumers. Industry giants like Procter & Gamble, Unilever, and Nestlé have already raised prices in response to rising import costs. 

These moves are reactive by nature, aimed at minimizing immediate disruption rather than creating long-term strategic advantage.

New Balance bucks this trend. Its U.S. factories produce over four million pairs annually, giving the brand more control over inventory, responsiveness, and quality assurance. While it’s difficult to isolate a single driver of success, New Balance’s results speak volumes: The brand has achieved four consecutive years of revenue growth exceeding 20%, reaching $7.8 billion in 2024. 

Domestic operations have enabled the brand to scale quickly when demand spikes, as seen during viral product surges, while maintaining quality and delivery consistency. Rather than framing U.S. manufacturing as a patriotic play, New Balance positions it as a practical lever for speed, reliability, and customer satisfaction—a message that resonates in today’s uncertain market.

American consumers are navigating a landscape marked by economic volatility. The Conference Board’s Consumer Confidence Index fell to its lowest level since January 2021. 

Today’s consumers are risk-averse. Economic confidence sits at concerning lows. It’s no wonder: According to the April Harvard CAPS/Harris Poll, 45% of Americans say their financial situation is getting worse. People crave control over their purchasing experiences in an unpredictable world.

In this climate, the “Made in USA” label carries renewed significance. A recent survey by The Vision Council found that more than half of American consumers consider it an important factor in their purchasing decisions. The Reshoring Institute reports that 70% of Americans prefer domestically made products, with 83% willing to pay up to 20% more for them.

But the “why” has evolved toward practical advantages over patriotic sentiment. “Made in the USA” has evolved from a patriotic emblem to shorthand for practical benefits. Speed matters with faster delivery windows. Service becomes more responsive through localized support. Security concerns are addressed through transparent sourcing. 

Stanley, the century-old maker of insulated drinkware, has tapped into this shift. Once known for rugged thermoses used by construction workers, Stanley transformed into a lifestyle brand partly by emphasizing how its Washington state manufacturing enables consistent quality and reliable availability. When its tumblers went viral and demand surged, domestic production allowed the brand to scale quickly while maintaining quality, turning a potential crisis into a brand-building moment.

There’s another quiet advantage to “Made here, sold here”: sustainability.

Shorter supply chains mean fewer shipping miles, lower emissions, and a tighter loop between creation and consumption. Buying American-made products significantly reduces the carbon footprint associated with global freight. The National Institute of Standards and Technology (NIST) adds that localized manufacturing also helps reduce industrial waste and increase energy efficiency.

For eco-conscious consumers, particularly younger ones, this is part of the value proposition. And it gives brands an honest and defensible story to tell, without relying on empty virtue signaling.

So, where do American brands go from here? The future is still unclear, but if you’re leading a U.S.-based brand in this complex trade environment, consider these priority actions:

• Reframe production location around customer benefits. Position your manufacturing approach as delivering reliability, speed, and quality consistency. Avoid relying on patriotic messaging that may feel divisive.
• Demonstrate transparency throughout your supply chain. Patagonia exemplifies this through their “Footprint Chronicles,” which maps their global and domestic supply chain transparently. Rather than positioning domestic production as inherently superior, they show how their balanced approach enables quality, sustainability, and value. During supply chain disruptions, their transparency maintained customer trust even when products faced delays.
• Connect production choices to sustainability goals. Highlight reduced transportation emissions and workforce development, but avoid overstating environmental benefits without verification. Consumers increasingly see local production through an environmental lens.
• Build resilience narratives around your supply chain approach. Demonstrate how your operations effectively weather disruptions through real-life examples. The best brands acknowledge supply chain vulnerabilities honestly while demonstrating how their approach mitigates risks.
• Prepare flexible messaging frameworks. Create adaptable communications that maintain core value propositions when trade conditions change. Smart brands emphasize enduring benefits, such as quality, innovation, and reliability, that transcend shifting policies.

While current trade structures create immediate challenges, forward-thinking brands will build strategies that transcend any particular policy environment. The deeper trends of consumer desire for transparency, environmental consciousness, and value placed on resilience will outlast specific trade policies.

Brands that thoughtfully balance domestic and global operations, connecting their approach directly to customer benefits rather than political narratives, will not only navigate today’s complex trade environment successfully but also gain a competitive edge. They’ll build competitive advantages that compound over time as trust becomes an increasingly valuable commodity.