Reshoring Decisions for Adjusting Supply Chains in a Changing World: A Case Study from the Apparel Industry

Pourhejazy, Pourya; Ashby, Alison

doi:10.3390/ijerph18094873

Cited by 10 publications

(8 citation statements)

References 52 publications

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“…As already underlined, Bettiol et al (2019) found that apparently contradictory location strategies can coexist within the same firm, namely back-shoring and further offshoring; in this respect, our first contribution is regarding the decision-making issues that induce companies to simultaneously implement such post-offshoring strategies, supporting the studies that underline the complexity of offshoring and post-offshoring strategies and the need for a multi-strategic approach (e.g. Pourhejazy and Ashby, 2021). Evidence shows that firms prefer further offshoring in low-cost countries when they need to scale production, but back-shore when they need to increase the perceived value of their products.…”

Section: Discussionsupporting

confidence: 71%

“…Moreover, the evidence based on the analyses of the case studies of companies reconsidering their offshoring decisions can contribute to identifying possible strategies and decisions in the post-pandemic context. In fact, both academics and practitioners debate the organization of GVCs after the COVID-19 shock, identifying various potential trajectories (Barbieri et al, 2020a, b;Juergensen et al, 2020;McIvor and Bals, 2021;Miroudot, 2020;Pourhejazy and Ashby, 2021;Strange, 2020;Verbeke, 2020;UNCTAD, 2020b). Our study highlights the factors that drive decisions regarding post-offshoring strategies, supporting companies' decision-making in the new global scenario.…”

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: 71%

Section: Discussionmentioning

confidence: 99%

Post-offshoring manufacturing strategies: decision-making and implementation

Bettiol,

Chiarvesio,

Di Maria

et al. 2023

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“…Overall, two main research streams shape the literature's structuring of reshoring. First, adopting a supply or firm perspective, studies identify important firm-based drivers such as economic advantages (Bailey and De Propris, 2014) or unique competencies (Pourhejazy and Ashby, 2021). The second and more recent research stream (e.g.…”

Section: Introductionmentioning

confidence: 99%

Consumer Perceptions of Sustainable Development Goals: Conceptualization, Measurement and Contingent Effects

Foroudi

Marvi

Cuomo

et al. 2022

British J of Management

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Our humble gratitude goes out to our editors and the anonymous reviewers who contributed to the improvement of this paper.The COVID-19 pandemic has caused drastic disruptions to many multinational companies' (MNCs') supply chain management, pushing them to relocate their manufacturing activities to their home countries, a phenomenon known as reshoring. Grounded in moral psychology theory and the resource-based view (RBV), the aims of this research are to provide an extended conceptualization of sustainable development goal (SDG) perceptions from local consumers, develop a scale, and assess this scale in relation to the reliability and validity of consumer perception of SDG antecedents and consequences in reshoring contexts from three industries, with the help of six studies. We conceptualise these perceptions on the basis of seven components (i.e. society/community wellbeing, affordable and clean energy consumption, economic growth, responsible consumption, responsible production, sustainable industrialization and innovation and gender equality). Using data from three distinct industries and a sample of 1075 reshoring MNC customers, we also determine how local consumers perceive and react to reshoring initiatives geared towards achieving SDGs and advocacy. The findings offer relevant implications for both the management and research of SDGs in a reshoring context at a scale level, which we describe in the form of future research directions.

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“…Besides, many small- and medium-size organizations have been forced to close down or limit their operations, causing job losses. To overcome the impact of disruptions caused by the major disruptive events, like pandemics, organizations need to be more supportive of local companies and products, while organizations need to source more products and raw materials from local suppliers and small businesses, which in turn improves employment opportunities for locals [7] , [66] .…”

Section: Discussionmentioning

confidence: 99%