BalkanBridge Readiness Scorecard

1What is the primary motivation for exploring Western Balkans as a sourcing or operational zone?

READYIdentified strategic reason — reduce critical supplier dependency, nearshore to European markets, access competitive costs in EU/pre-EU zone, or enter regional market. EXPLORINGExploring without urgent reason — topic comes up in strategic discussions, competitors seem interested, or favourable analyses seen. Not yet a defined objective. NOT YETNo particular motivation. Satisfied with current supply chain or do not see what Balkans would bring differently.

2Have you identified concrete risks in your current supply chain that would justify geographic diversification?

READYYes — tangible risks experienced or identified: single-country dependency for critical components, recent incidents (delays, shortages, cost spikes), documented geopolitical exposure, or client-driven diversification requirements. EXPLORINGAware of some risks but they have not yet materialised critically. Know the supply chain is concentrated but it has not caused a major problem yet. NOT YETDo not consider the supply chain particularly exposed, or have not analysed this point structurally.

3How do the Western Balkans position in your thinking compared to other nearshoring or sourcing alternatives?

READYBalkans clearly identified as priority zone — geographic proximity to EU operations, cost competitiveness, favourable trade framework (FTAs, EU accession path), or combination of factors. EXPLORINGBalkans on a broader list of zones being explored (Turkey, Maghreb, Eastern EU, etc.) with no defined priority. No structured comparison done yet. NOT YETHave not specifically considered the Balkans. Focus is on other zones, or no geographic diversification thinking underway.

4How structured is your procurement and supplier qualification process?

READYStructured process with defined selection criteria, new supplier qualification capability (audits, tests, trial period), and multi-country supplier management experience. Integrating a new foreign supplier is a mastered process. EXPLORINGProcurement process in place but limited experience with foreign suppliers. Qualifying a new supplier in an unfamiliar country would be a new undertaking — feasible but requiring guidance. NOT YETProcurement managed relatively informally. Work with historical suppliers and no structured process for qualifying new ones, especially internationally.

5Do you have visibility on the total cost of your current procurement — beyond purchase price?

READYYes — track total cost including transport, customs, non-quality costs, inventory costs, and supplier management overhead. Can objectively compare current sources with an alternative. EXPLORINGHave an idea of total cost for main purchases but not systematically calculated. Would need consolidation work to compare with an alternative source. NOT YETMainly reason in unit purchase price. Indirect costs not integrated in supplier comparisons.

6What is your current level of knowledge of the Western Balkans as an economic and industrial zone?

READYConcrete knowledge — business contacts in the region, visits done, understanding of local industrial fabric and regulatory framework. Or already have operations or suppliers in the zone. EXPLORINGGeneral knowledge — follow regional economic news, have read reports, or know companies operating there. But no direct contacts or on-the-ground experience. NOT YETDo not know the zone beyond general press coverage. No professional contacts in the region and no commercial exchange experience with local companies.

7Are you familiar with the commercial and regulatory framework applicable to EU-Western Balkans trade?

READYYes — understand current free trade agreements (CEFTA, bilateral EU-Balkans), EU accession process implications, applicable customs and tariff conditions for our products or services. EXPLORINGKnow that trade agreements exist and the zone is converging with EU, but have not verified concrete implications for our sector — applicable duties, recognised technical standards, certification conditions. NOT YETDo not know the applicable commercial framework. Unsure what tariff conditions would apply to our trade or what the regulatory requirements are.

8Is there a sponsor at leadership level who champions or could champion a Balkans diversification or entry project?

READYYes — a C-level or VP (CEO, COO, Supply Chain Director, Industrial Director) has expressed active interest or mandated an exploration. Topic discussed at leadership level. EXPLORINGTopic mentioned at leadership level but nobody actively champions it. It is an "interesting" subject without an identified owner. Would need convincing leadership to prioritise. NOT YETNot addressed at leadership level. Individual initiative (procurement, production) without strategic visibility.

9Is a budget identified or realistically available for a feasibility study or first exploratory mission?

READYYes — budget either already allocated or easily mobilised within development, procurement, or strategy budgets. Investing €15,000–30,000 in a structured feasibility study is within our capacity and practices. EXPLORINGNo specific budget today, but this level of investment is conceivable if the business case is convincing. Would need to build the case for budget approval. NOT YETNot realistic in current budget context, or exploratory investments are not in our culture — we only allocate budgets to already-decided projects.

10Is there an event or deadline that makes diversification or Balkans exploration more urgent in the short term?

READYYes — critical supplier contract expiring, recent supply chain incident revealed vulnerability, major client requires source diversification, or short-term cost reduction target requires exploring new zones. EXPLORINGNo immediate urgency but growing sense that current situation is not sustainable. Signals accumulating (rising costs, longer lead times, geopolitical tensions) without a triggering event yet. NOT YETNo urgency identified. Supply chain works correctly and nothing pushes to act in the short term.

11Are your direct competitors already operating or sourcing in the Western Balkans?

READYYes — some competitors source from or operate in the Balkans, giving them a cost, responsiveness, or flexibility advantage we do not have. EXPLORINGPossible but not confirmed. Have heard about competitor interest or presence, but no detailed intelligence. Could be an emerging trend. NOT YETTo our knowledge, no. Competitors source from the same zones we do.

12If this assessment showed a clear opportunity, how quickly could you move to action?

READYQuickly — within weeks we could mandate an exploratory mission and mobilise the right people internally. Decision process is short. EXPLORINGWould take a few months — time to build a case, obtain internal approvals, and free the necessary resources. Feasible but not immediate. NOT YETWould be a long process — annual budget cycles, slow decision-making, and other priorities currently consuming resources.

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Is Your Organisation Ready for the Western Balkans?

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