Tag Archive | Resilience

The Threat to Supply Chains from Rising Gas Prices

Due to the Russian invasion of Ukraine, the European Union is currently experiencing a massive increase in gas prices. This threatens the resilience of many supply chains. An analysis by the Halle Institute for Economic Research (IWH) now shows that a small group of just 300 products causes a large part of almost 90% of the gas consumption of German industry during their manufacture. The five products with the highest gas consumption per euro of sales belong to the basic chemical industry. The analysis also shows that rising gas prices mainly lead to production cutbacks in gas-intensive products that can easily be replaced by imports. Therefore, despite domestic production outages, no significant disruptions to the supply chains are to be expected. “German industry can save a lot of gas with a small drop in sales if gas-intensive products are no longer manufactured in-house but imported,” says Steffen Müller, one of the authors of the analysis.

Supply Chain Resilience 2022

This year Raconteur has once again put together a very readable report entitled Supply Chain Resilience 2022. The authors ask, “As disruption continues to plague international supply chains, what can organisations do to build resilience and ensure efficiency?” And they provide answers: “From reducing waste and cutting costs to onshoring and upgrading systems, our Supply Chain Resilience report explores the strategies making the difference”. The report contains short articles on very interesting topics including Brexit, predictive analytics, striking staff, supply chain tech investments, just-in-time vs. just-in-case, chip crisis, robotics, food waste, air cargo, and sustainable commerce. I particularly enjoyed an article that shows how global supply chains have been rocked by climate change, geopolitical instability and more, and that provides examples of different industries adapting to these challenges. It is not the first time that I am writing about Raconteur’s reports here. I am always amazed at the high quality of their work.

Solar PV Global Supply Chains

The International Energy Agency has just released a new special report entitled Solar PV Global Supply Chains. It examines solar PV (= photovoltaic) supply chains “from raw materials all the way to the finished product, spanning the five main segments of the manufacturing process: polysilicon, ingots, wafers, cells and modules”. The authors argue that “[p]utting the world on a path to reaching net zero emissions requires solar PV to expand globally on an even greater scale, raising concerns about security of manufacturing supply for achieving such rapid growth rates – but also offering new opportunities for diversification”. It becomes clear from the report that China currently dominates such supply chains and that diversification can reduce supply chain vulnerabilities and offer economic and environmental opportunities. According to the authors, policy makers need to aim for (1) diversifying manufacturing and raw material supplies, (2) de-risking investment, (3) ensuring environmental and social sustainability, (4) continuing to foster innovation, and (5) developing and strengthening recycling capabilities.

Supply Chain Resilience

In our new article, Two Perspectives on Supply Chain Resilience (Wieland & Durach, 2021, p. 316), we provide a new definition of supply chain resilience:

Supply chain resilience is the capacity of a supply chain to persist, adapt, or transform in the face of change.

Based on our observation that SCM scholars have often taken an engineer’s perspective to interpret supply chain resilience, we argue that it needs to be complemented with a social–ecological perspective. Our discipline is surprisingly isolated from the ongoing resilience debates in other fields, such as ecology and urban science. Supply chain resilience is not just about “bouncing back” and persistence, as the engineer’s view implies. Supply chain resilience promises to be about “bouncing forth”, adaptation, and transformation. It is time to study the assumptions we make about the supply chain more explicitly. The supply chain is not only an engineered system that needs to be stabilized, as it may be the case with a subway system. It is a fluid system that contains social actors and is anchored in our complex world.

Wieland, A., & Durach, C. F. (2021). Two Perspectives on Supply Chain Resilience. Journal of Business Logistics, 42 (3), 315–322. https://doi.org/10.1111/jbl.12271

Dancing the Supply Chain

Rarely have I put as much passion into an article as in the case of my new one, entitled Dancing the Supply Chain: Toward Transformative Supply Chain Management (JSCM, 2021). Herein, I argue that “[i]t is time to replace the modernist tropes of designing, planning, and optimizing the supply chain with a new metaphor that accounts for the transformative power of management: that of dancing the supply chain“. The article starts by challenging the conventional static and reductionist assumptions of the supply chain and reinterprets it as a social-ecological system. I then use the adaptive cycle from panarchy theory to describe the supply chain’s behavior: “An adaptive cycle sequentially accounts for growth and stability, as well as change and variety”. A panarchy is then presented as “a structure of adaptive cycles that are linked across different levels on scales of space, time, and meaning” (supply chain level, political-economic level, planetary level). I then analyze cross-level linkages within the panarchy, which reveals that these adaptive cycles interact. The article ends with a new research agenda “that will allow understanding the world’s empirical complexity differently and challenging the effectiveness and relevance of SCM research in a turbulent and uncertain environment”. I wrote this article in a way that allows it to be integrated in course curricula (M.Sc. & Ph.D.). I hope you will enjoy reading this article as much as I enjoyed writing it.

Wieland, A. (2021). Dancing the Supply Chain: Toward Transformative Supply Chain Management. Journal of Supply Chain Management, 57 (1), 58–73. https://doi.org/10.1111/jscm.12248

Risk, Resilience, and Rebalancing in Global Value Chains

The McKinsey Global Institute (MGI) has recently published a new report: Risk, Resilience, and Rebalancing in Global Value Chains. The authors show that becoming more resilient does not have to mean sacrificing efficiency. Their research highlights the many options for strengthening resilience. They argue that “[companies] have an opportunity to emerge from the current crisis more agile and innovative.” They also write: “Intricate supplier networks that span the globe can deliver with great efficiency, but they may contain hidden vulnerabilities. Even before the COVID‑19 pandemic, a multitude of events in recent years temporarily disrupted production at many companies. Focusing on value chains that produce manufactured goods, this research explores their exposure to shocks, their vulnerabilities, and their expected financial losses. We also assess prospects for value chains to change their physical footprint in response to risk and evaluate strategies to minimize the growing cost of disruptions.” I found this report to be very insightful.

Supply Chain Risk Management: Revisiting Ericsson

Norrman & Jansson’s (2004) case study on Ericsson’s supply chain risk management (SCRM) practices is definitely part of the canon of SCM literature. After 15 years, it was time for an update. Together with Andreas Norrman, I visited Ericsson in Stockholm to investigate their SCRM practices. The results can now be found in our new article, The Development of Supply Chain Risk Management over Time: Revisiting Ericsson. Our article demonstrates how Ericsson’s SCRM practices have developed, indicating that improved functional capabilities are increasingly combined across silos and leveraged by formalized learning processes. Important enablers are IT capabilities, a fine-grained and cross-functional organization, and a focus on monitoring and compliance. Major developments in SCRM are often triggered by incidents, but also by requirements from external stakeholders and new corporate leaders actively focusing on SCRM and related activities. Although our article did not focus on SCM in the era of COVID-19, decision-makers can learn about many practices and tools that might also be useful to cope with the current situation.

Norrman, A. & Wieland, A. (2020). The Development of Supply Chain Risk Management over Time: Revisiting Ericsson. International Journal of Physical Distribution & Logistics Management, 50 (6), 641-666. https://doi.org/10.1108/IJPDLM-07-2019-0219

Supply Chain Resilience and COVID-19

The COVID-19 outbreak demonstrates that our global supply chains have become very vulnerable systems. I had the pleasure of speaking to Future Insights Network about the impact of COVID-19 on the global supply chain and resilience last week.

CfP: Participating in the Wider Debate on Resilience

The Journal of Business Logistics has a call for papers for a Special Topic Forum on Participating in the Wider Debate on Resilience (PDF). Submissions are due: June 1st, 2019. The editors for this JBL Special Topic Forum are Andreas Wieland (Copenhagen Business School) & Christian F. Durach (ESCP Europe Business School).