Nearshoring makes sense, in theory at least. For example, the last few decades have seen the apparel sector rely predominantly on China and, more recently, the wider Asia region for its clothing production needs. But the last few years — covid-19, worker shortages, soaring shipping costs — have unveiled the risk embedded within that business model. So making the collection on home turf — onshoring — or at least close enough for a brand to have control over the supply chain — nearshoring — does make sense. Again, in theory.