Objective: This study examines how geopolitical ideologies, specifically populism, nationalism and protectionism, influence global supply chain design and sourcing decision-making. It seeks to understand how these political forces, traditionally viewed as macro-level contextual factors, are increasingly shaping organisational behaviour, supplier strategies and supply network design. Method: An interpretivist qualitative research design was adopted, oriented toward theoretical extension. The study commenced with a systematic literature review structured using a CIMO framework to identify and synthesise emerging themes linking geopolitical ideologies to global supply chain redesign. Insights from the literature review informed the development of the research question and guided the design of the empirical study. Semi-structured interviews were conducted with 22 senior supply chain and sourcing professionals across multiple industries and geographic regions. Interview data was analysed thematically to uncover how populism, nationalism and protectionism manifested in organisational decision-making. To capture temporal change and validate evolving sentiment, a follow-up pulse survey was conducted in July 2025 to assess shifts in perceptions and organisational responses following significant geopolitical and trade policy developments. Findings: The findings reveal that geopolitical ideologies are no longer peripheral influences but are actively shaping supply chain strategy. Participants described increasing pressure to diversify away from politically sensitive regions, particularly China, despite ongoing operational dependence. Nationalism and protectionism were observed to drive localisation rhetoric and regulatory compliance pressures, while populism influenced decision-making indirectly through political narratives, reputational risk and market access concerns. Several organisations reported the introduction of dedicated geopolitical risk monitoring functions, signalling the formalisation of political risk within supply chain governance. The pulse survey confirmed a marked shift between 2024 and 2025, demonstrating heightened urgency and tangible supply chain reassessment, with initiatives previously characterised as rhetorical or "lip service" evolving into practical strategic responses following tariff escalation and geopolitical instability. Contribution: This research contributes to theory by repositioning geopolitics as an embedded and structuring force within global supply chain design rather than a distant contextual influence. The study shows that geopolitical pressures are not episodic shocks but persistent drivers that alter managerial logic, prioritisation frameworks and supply network configuration over time. The findings contribute to theory by evidencing a shift from cost-efficiency-dominated supply chain models toward risk-adjusted value frameworks. Organisations increasingly incorporate resilience, continuity and political exposure into supplier selection and sourcing strategy, reinforcing the need to view supply chains as politically sensitive systems influenced by institutional and ideological forces. From a practical perspective, the study provides new insight into how organisations operationalise geopolitical awareness. It identifies the emergence of dedicated geopolitical monitoring capabilities within organisations, expanded supplier diversification and qualification activities, and the growing integration of predictive analytics and AI-enabled governance tools to detect and manage geopolitical risk. The research further illustrates how leadership teams need to embed geopolitical oversight into corporate governance and align organisational strategies accordingly.