Reshoring: A review and research agenda

Pedroletti, Daniel; Ciabuschi, Francesco

doi:10.1016/j.jbusres.2023.114005

Cited by 26 publications

(15 citation statements)

References 174 publications

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“…Moreover, our findings may support managers when evaluating the revision of their initial offshoring strategies to cope with post-COVID-19 scenarios, which will not necessarily include the relocation of manufacturing activities (Barbieri et al, 2020b). Considering post-offshoring as a process, we contribute to a specific call for research in this direction (Pedroletti and Ciabuschi, 2023). More broadly, our contribution can be related to advancements in management research that analyze the firm's responses to crisis and modify their strategies accordingly to effectively compete (Wenzel et al, 2021).…”

Section: Introductionmentioning

confidence: 74%

“…In doing so, it offers inputs to the post-pandemic scenario in terms of strategic changes (Buckley and Casson, 2021; Strange, 2020; UNCTAD, 2020a) and enhanced firm's resilience (Su and Junge, 2023). In addition, it contributes to the understanding of post-offshoring as a process (Pedroletti and Ciabuschi, 2023). Specifically, as far as triggers are concerned, our research contributes to identifying and classifying the primary triggers that initiate post-offshoring decisions (Benstead et al.…”

Section: Discussionmentioning

confidence: 99%

“…, 2020b). Considering post-offshoring as a process, we contribute to a specific call for research in this direction (Pedroletti and Ciabuschi, 2023). More broadly, our contribution can be related to advancements in management research that analyze the firm's responses to crisis and modify their strategies accordingly to effectively compete (Wenzel et al.…”

Section: Introductionmentioning

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: Introductionmentioning

confidence: 74%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

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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“…Reshoring in this paper is defined as "a voluntary corporate strategy regarding the homecountry's partial or total relocation of (insourced or outsourced) production to serve local, regional, or global demands" (Fratocchi et al, 2014, p. 56). Previous studies on reshoring started with exploring its motivations and drivers (Pedroletti and Ciabuschi, 2023) and were largely conducted in the form of ex-post analyses of motivations behind home company repatriation (Benstead et al, 2017). It has been suggested that additional perspectives be taken into account to develop a fuller understanding of the reshoring phenomenon (Bals et al, 2016), to which this research is one response.…”

Section: Introductionmentioning

confidence: 99%

“…Some papers, such as that by Baraldi et al (2018), Engstr€ om et al (2018) and Nujen et al (2018), mentioned the influence of the host company on the home's reshoring decision slightly. However, the host company's response to reshoring, or the risk thereof is yet to be examined in detail, for example, the implementation of new technological solutions by the host company (Pedroletti and Ciabuschi, 2023).…”

Section: Introductionmentioning

confidence: 99%

What happens with the host during reshoring? An exploration of the host company's response in China

Zhang,

Lockhart,

Macpherson

2023

JMTM

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PurposeResearch studies on offshoring and reshoring have predominantly focused on the home company, widely ignoring the offshored company in the host country. The host company's influence and contribution have been unseen. This research explores how the host company responds to the home company's location decisions to maintain the dyadic relationship.Design/methodology/approachAn exploratory case study in China was conducted to examine the host company's response to reshoring. The case company has two Japanese parent companies that acted for the emergence of reshoring drivers. Primary and secondary data were collected and analysed through thematic analysis. The host company's response strategies to the home company's relocation decisions were identified and explored.FindingsThe findings reveal that four strategies, identified here as being cost control, market expansion, knowledge seeking and relationship bonding, were implemented by the host company. The importance of Industry 4.0 (I4.0) and knowledge transfer is also emphasised within these strategies.Practical implicationsThis research identified active and practical strategies conducted by the host company to maintain a cooperative relationship with the home company(ies). Instead of encountering a passive response from the host company, the home company may consider working with the host to overcome difficulties caused by emerging reshoring drivers and create an outcome beneficial to both.Originality/valueTo the authors’ knowledge, this is the first research to study manufacturing reshoring from the perspective of the host company. It provides a new perspective to understanding this phenomenon.

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Future of Supply Chain Management

Harland

2024

Research for Development

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Reshoring: A review and research agenda

Cited by 26 publications

References 174 publications

Post-offshoring manufacturing strategies: decision-making and implementation

Post-offshoring manufacturing strategies: decision-making and implementation

What happens with the host during reshoring? An exploration of the host company's response in China

Future of Supply Chain Management

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