Global supply chains risks and COVID-19: Supply chain structure as a mitigating strategy for small and medium-sized enterprises

Gürbüz, Mustafa; Yurt, Öznur; Ozdemir, Sena; Sena, Vania; Yu, Wantao

doi:10.1016/j.jbusres.2022.113407

Cited by 22 publications

(18 citation statements)

References 71 publications

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“…In fact, being able to operate in different countries at the same time can reduce the risks and vulnerability related to supply chain fragmentation and globalization (Shih, 2020). This is in line, for example, with Gurbuz et al (2023), who show how collaboration within dispersed supply chains can mitigate the risk of supply chain disruptions due to unexpected events. At the same time, this can increase the resilience of companies to future shocks, and it is consistent with the idea that higher international diversification and agile GVCs can allow companies to better react to unpredictable and catastrophic occurrences (Strange, 2020;Verbeke, 2020), also in relation to their offering (Marconatto et al, 2022;Panwar et al, 2022).…”

Section: Discussionsupporting

confidence: 79%

Section: Discussionsupporting

confidence: 79%

“…In contrast, the internationalization of manufacturing activities involves complex and dynamic strategies, using a combination of Post offshoring manufacturing strategies domestic and near-shoring investments, as well as further offshoring. There is even greater urgency to consider these options in recent scenarios created by the pandemic and to respond to the ongoing theoretical debate (Barbieri et al, 2020a, b;Gereffi, 2020;Gurbuz et al, 2023;Pla-Barber et al, 2021;Strange, 2020).…”

Section: Discussionmentioning

confidence: 99%

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Post-offshoring manufacturing strategies: decision-making and implementation

Bettiol,

Chiarvesio,

Di Maria

et al. 2023

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PurposeThe advantages of offshoring are increasingly under scrutiny, and coronavirus disease 2019 (COVID-19) has advanced the debate, calling for a redefinition of firms' production location strategies. While attention has primarily focused on the relocation of second-degree strategies, such as back-shoring, near-shoring and further offshoring, there are also other alternatives, including home country-based domestic product and process innovations, and the development of new business activities. The objective of the authors' paper is to identify which factors influence decision-makers when they select and implement such post-offshoring strategic alternatives.Design/methodology/approachThe authors consider 11 Italian manufacturing companies that implemented these strategies and analyze triggers, drivers, enabling factors and barriers of the decision phase, as well as content, governance mode and timing of the implementation phase.FindingsBased on the collected findings, the authors suggest a set of propositions for further research. First of all, firms can simultaneously manage multiple strategies by adopting an ambidextrous approach through which to mitigate supply chain risks. They may integrate their domestic and international production activities, but the home country remains central for innovations and production of high-end products and Industry 4.0 technologies increases the probability of investing in their home country. At the same time, lack of competence induces selective near- and back-shoring, while full back-shoring is mainly a consequence of managerial mistakes. Competence availability acts as a barrier to relocation in the home country, inducing the implementation of either an insourcing strategy or a combination of insourcing and outsourcing.Originality/valueThe authors' work identifies post-offshoring as a dynamic process and provides insights into the post-pandemic scenario. The conceptual framework may represent a useful tool for company managers in re-evaluating their initial offshoring strategies.

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Section: Discussionsupporting

confidence: 79%

Section: Discussionsupporting

confidence: 79%

Section: Discussionmentioning

confidence: 99%

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Post-offshoring manufacturing strategies: decision-making and implementation

Bettiol,

Chiarvesio,

Di Maria

et al. 2023

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“…A total of seven typical firms with an awareness of SCL were selected after visits and surveys. Aligned with our aims, these firms were selected on two criteria: 1) having SCL activities and 2) having an entire SC structure with at least one supplier and one buyer (Gurbuz et al, 2023). Second, with the help of these selected firms, a questionnaire was sent to their partners.…”

Section: Data Collectionmentioning

confidence: 99%

What configurations of structures facilitate supply chain learning? A supply chain network and complexity perspective

Wang

Dong

Xiong

et al. 2023

IJOPM

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PurposeThis study explores how factors arising from supply chain (SC) network and complexity work together in supply chain learning (SCL) behavior.Design/methodology/approachFuzzy set qualitative comparative analysis, which is an emerging configurational analysis method, was adopted to examine the complex combination of five influencing factors. The data were collected using a two-stage survey. First, the authors selected seven typical firms with an awareness of SCL. Second, questionnaires were sent to the partners of the seven selected firms, and 156 valid questionnaires were obtained from 76 firms.FindingsDrawing on emergent insights from the initiative, the authors find that multiple configurations of SC network and complexity lead to high SCL. Specifically, weak ties are necessary conditions of such learning, while strong ties are also conducive to this. Moreover, a moderate SC complexity is conducive to SCL.Practical implicationsThis study enriches the understanding of SCL and provides new insights for SC management practitioners to take measures to improve it.Originality/valueThis study addresses the lack of in-depth understanding of the antecedent conditions of SCL in the literature. It establishes an integrated and comprehensive theoretical framework of such learning based on contingency theory. Additionally, this study incorporates ambidextrous SCL (i.e. creation capability and dispersion capacity). An overall prototype of SCL capability is proposed on SC network and complexity theory.

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“…With growing uncertainty about GVC robustness and resilience in times of crisis, also the future of global sourcing strategies, such as captive offshoring and offshore outsourcing, is more controversially debated: While some scholars advocate alternatives to GVC production such as nearshoring, reshoring, and even the full repatriation of value chains as part of a re-nationalization process (see, e.g., Javorcik, 2020 , and Miroudot, 2020 , for a critical summary), others argue that high expectations on the potentials of reshoring are exaggerated (Raza et al, 2021 ). Instead, the future of GVC production should be based on more efficient and diversified global sourcing strategies supported by an intensified use of ICT (Baldwin and Tomiura, 2020 ; Gurbuz et al, 2023 ). This unsolved debate about the future of (re-)globalization poses the question whether global or domestic sourcing strategies are generally better equipped to support the strategic goals of firms, particularly small- and medium-sized enterprises (SMEs).…”

Section: Introductionmentioning

confidence: 99%

Relocation, innovation, and the difference that firm size makes: Insights for global sourcing strategies of SMEs

Mitze

Kreutzer²

2023

J Int Entrep

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Although small and medium-sized enterprises increasingly utilize global sourcing strategies which involve the spatial relocation of their business activities, little is known about the effects of these strategies on firm performance—particularly firm innovativeness. Here, we analyze if alternative relocation strategies, specifically domestic and international relocations, differ in their performance effects on firm innovativeness by firm size and organizational configuration. Our econometric approach uses detailed micro data for German firms, and the empirical findings indicate that both product and process innovation rates negatively respond to international but not domestic relocations. Effects are more pronounced for smaller firms and are mainly associated with outsourcing arrangements. Only for large firms we observe a positive association between relocation and firm innovativeness. This indicates that short- to mid-run organizational costs associated with relocation activities can generally be better covered by larger firms. Supplementary Information The online version contains supplementary material available at 10.1007/s10843-023-00326-5.

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Global supply chains risks and COVID-19: Supply chain structure as a mitigating strategy for small and medium-sized enterprises

Cited by 22 publications

References 71 publications

Post-offshoring manufacturing strategies: decision-making and implementation

Post-offshoring manufacturing strategies: decision-making and implementation

What configurations of structures facilitate supply chain learning? A supply chain network and complexity perspective

Relocation, innovation, and the difference that firm size makes: Insights for global sourcing strategies of SMEs

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