What can we learn about reshoring after Covid-19?
What can we learn about reshoring after Covid-19?
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DOI：
10.1007/s12063-020-00160-1
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发表时间：
2020-08-11
影响因子：
9
通讯作者：
Samson D
中科院分区：
文献类型：
--
作者：
Barbieri P;Boffelli A;Elia S;Fratocchi L;Kalchschmidt M;Samson D
尽管全球仍在应对新型冠状病毒疫情引发的健康和安全问题，但正如2020年6月的社论（Samson 2020）所强调的那样，这一事件将对国家和全球经济以及运营和供应链的结构、组织和管理产生重大影响，这一点已经非常明显。特别是在权威专家、分析师和机构中，（例如，Javorcik 2020; The Economist Intelligence Unit 2020; UNCTAD 2020; 2020年世界经济论坛），疫情将破坏"全球价值链"模式--过去30年来深刻表征世界经济的生产网络范式，也是全球化最明显的"商标"之一。供应链的这种可能的重塑将受到管理（即企业层面）和政治（即次国家、国家或超国家层面）因素的推动。在公司层面，由于依赖离岸供应，许多公司在疫情期间以及随后的封城（Strange 2020）期间面临供应链中断的巨大风险。虽然供应链风险管理文献（Manuj and Mentzer 2008）已强调全球业务的风险增加，但2020年的疫情前所未有地证明了其破坏性影响。现在很难相信管理人员可以简单地重新开始专注于效率和增长，而不对与风险相关的做法给予必要的考虑（经济学人智库2020年），特别是考虑到疫情是在贸易战已经动荡的背景下发生的冲击，保护主义政策上升（Javorcik 2020年），以及更可持续商业模式的压力增加。此外，这场大流行揭示了许多国家在所需产品方面缺乏自给自足的能力-例如阻止传染病传播所需的产品，如口罩和其他个人防护设备（PPE），或确保向受病毒影响的人提供医疗援助所需的产品，如消毒器）-以及其他几个国家对中国的依赖（Gurvich和Hussain 2020）。后者包括战略供应，如药品，但也包括关键工业供应链的组成部分（如汽车，化学品），这些供应链的停止可能会严重损害发达经济体的GDP。因此，在政治辩论中，要求更多自力更生的呼声将会-在某些情况下已经开始（例如，日本政府开始鼓励搬迁倡议）-提高，敦促采取措施更好地保护、加强甚至恢复这些商品的宏观区域或国家生产。特别是，这篇社论集中在"回流"现象，定义为决定重新部署一个制造业活动，要么回到母国（回流）或附近的国家，属于同一个宏观区域（近岸）。
While the World is still dealing with the health and safety issues raised by the Covid-19 pandemic, it is already quite apparent–and acknowledged–that this event will have a substantial impact over the national and global economies, as well as on the structure, the organization and the management of operations and supply chains, as highlighted in the June 2020 editorial (Samson 2020). In particular, a certain consensus is found among authoritative experts, analysts, and Institutions (eg, Javorcik 2020; The Economist Intelligence Unit 2020; UNCTAD 2020; World Economic Forum 2020), that the pandemic will undermine the “Global value chain” model–a production network paradigm which has deeply characterized the World economy over the past 30 years, and one of the most visible “trademarks” of Globalization. This likely reshaping of the supply chains will be driven by both managerial (ie, firm-level) and political (ie, Sub-National, National, or Supranational-level) factors. At the firm level, many companies experienced dramatic exposure to supply chain disruptions during the pandemic and the subsequent lockdowns (Strange 2020) due to their reliance on offshore supplies. While the increased hazards of global operations had been highlighted in supply chain risk management literature (Manuj and Mentzer 2008), the 2020 pandemic has represented an unprecedented demonstration of how disruptive their effects could be. It is now difficult to believe that managers could simply restart to focus solely on efficiency and growth, without paying the necessary regard to riskrelated practices (The Economist Intelligence Unit 2020), especially when considering that the pandemic happened as a shock in an already turbulent context of trade battles, raising protectionist policies (Javorcik 2020), and increasing pressures for more sustainable business models. Further, the pandemic unveiled in many countries their lack of self-sufficiency for needed products–like those required to hinder the spread of the contagion, such as masks and other personal protective equipment (PPE), or to ensure medical assistance to the people affected by the virus, such as ventilators)–as well as their dependency on China for several others (Gurvich and Hussain 2020). The latter include strategic supplies like pharmaceutical items but also components of key industrial supply chains (eg, automotive, chemicals) whose stoppage can dramatically hurt the GDP of an advanced economy. As a consequence, the call for more self-reliance will–and in some cases has already started to (eg, in the case of Japanese Government that started to incentivize relocation initiatives)–raise in the political debate, urging measures to better protect, reinforce, or even reinstate the macro-regional or national production of these goods. In particular, this editorial focuses on the “reshoring” phenomenon, defined as the decision to relocate a manufacturing activity either back to the home country (back-reshoring) or to a nearby country that belongs to the same macro-region (near-shoring).
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