International Journal of Logistics
Research and Applications
Enhancing Supply Chain Resiliency in an Era of Reglobalization
Deadline: 31 August 2021
Overview of the issue
The global economy is experiencing sudden multi-dimensional shocks and severe disruptions more than any time before. Rising number of environmental disasters (e.g., the Midwestern U.S. floods, the California and Australia bushfires, Typhoon Hagibis in Japan) have caused substantial disruptions across global supply chains (Li et al., 2017, 2020, Shekarian and Parast, 2020). Recent novel coronavirus disease (i.e., COVID-19) had spread to all parts of the world and been declared a pandemic. The rapid and wide spread of the virus created severe two-sided demand-supply shocks and has led to unprecedented disruptions in global supply chains. Notably, shortages of medical supplies, such as masks, personal protection equipment’s (PPE), ventilators, sanitizers, etc., have become the main obstacle for some countries in preventing and managing the disease. Meanwhile, the corresponding epidemic control efforts have interrupted flows of finished goods and raw materials from Chinese factories to many parts of the world and later from other countries to China and other destinations.
Global supply chains (GSCs), which emerged from and thrived with globalization, have fostered cross-border flow of goods, capital, and people and created deep interdependence between firms and nations. Despite years of admiration and prosperity, GSCs are now being accused by some nations, MNCs, and SMEs of causing uncontainable fragility and irrepressible vulnerability to widespread disruptions (BBC Business, 2020; Foreign Affairs, 2020). Development of politico-economical tensions (e.g., BREXIT, US-China trade war) and anti-globalization movements are readily affecting international trade and will continue to reshape global supply chains (The Economist, 2019; Cohen and Lee, 2020).
These trends made supply chain leaders to seriously rethink about their resilience strategies and proactively adapt to ever-increasing changes by investing in emerging technologies and engaging in alternative logistics infrastructure projects (e.g., BRI). Many companies across different industries started to reshuffle their supply chain elements (e.g., supply, manufacturing, transportation, distribution, finance) (Ivanov and Sokolov, 2019) and reconfigure their supply chain networks across different countries (Adobor, 2019). In addition to their benefits, the aforementioned plans and immediate and audacious reactions to outbreaks and disruptions may themselves lead to additional uncertainties and shocks in supply chains (Demirel et al., 2018). In short-term, they may enable firms to reduce their costs, optimize their value chains and increase their profits (Lu et al., 2018; Chen and Hu, 2018). Without properly evaluating consequent measures, however, this may significantly harm the basic concepts of SC integration and coordination, and adversely affect the foundation of trust which has evidently taken so long to be built among SC partners during the past three decades (Asian and Nie, 2014; Elluru et al., 2019).
While SC transparency is improving at an even faster pace (thanks to breakthrough technologies, such as blockchain and information sharing platforms), trade openness as well as intuitional and intraorganizational trust are in a state of flux. Therefore, the previously perceived efficient SC coordination mechanisms (e.g., contracts) may no longer be able to address the complexity of future SCs and their vulnerability to ever increasing outbreaks and disruptions in an era of reglobalization (Ramasubbu et al., 2019; Jung, 2019). Despite widespread research on GSC which have been mainly structured based on common assumptions of universal willingness towards free trade, transparency and trust (Lee at al., 2018; Kaur and Singh, 2019; Sabahi and Parast, 2020), the SC literature has so far seen only a limited discussion of impacts of severe two-sided demand-supply shocks and global disruptions (e.g., pandemic, trade war, and natural disaster) on SC resilience and possible implications in an era of reglobalization.
Given the above explained shifting paradigms and the importance of trust and transparency in driving collaborative efforts and sustaining a required level of integration across global SCs, this SI aims to motivate a timely understanding and foster development of novel SC mechanisms in the context of SC resilience under the influence of global outbreaks in an era of reglobalization. Following the high standard of the journal, we seek original and high-quality manuscripts that have not been published and are not under review at other journals or peer-reviewed conferences. We welcome papers that employ applied operations research, game theoretical modeling, computational, empirical, and multi-methodological approaches, and address (but not limited to) the following questions:
How can SCs use emerging technologies to develop practical coordination and resilience mechanisms and counterbalance the losses from instability and mistrust caused by environmental outbreaks, pandemic, and anti-globalization movements?
Will the interaction between technological changes, emerging SC resilience concepts, and evolving trade policies give rise to new SC structures?
Can the resultant SC contractual mechanisms and SC resilience strategies coordinate the decentralized channels, while also contributing to a better wealth and risk distribution as well as domestic social welfare?
Will these new strategies lead to a minimum level of horizontal ownership for brand owners, yet mitigate the disruption risk, coordinate the channel and gain the benefits of reglobalization at an equilibrium?
Or will these instead lead to locally integrated resilient SCs at the expense of reglobalization?
The proposed topics should be linked to the key themes of the SI and may include (but not limited to) the following:
New collaboration mechanisms for firms under pandemic outbreaks and natural disruptions in an era of reglobalization
Application of OR in SC for enhancing resiliency, transparency and trust
Emerging technologies and innovative practice for enhancing SC resiliency, transparency and trust
New financial and risk management strategies to mitigate global outbreaks and disruptions in the era of reglobalization
Value of trust and transparency in creating resilient supply chains in the era of reglobalization
Innovations in revenue management and resiliency: Implications of capacity-planning and dynamic pricing strategies in the era of reglobalization
Interfaces of financial innovation, resiliency planning, and supply chain operations, and other related areas in the era of reglobalization
Guest Editors (Listed in an alphabetical order)
Sobhan (Sean) Asian, Ph.D. (Co-Guest Editor)
Program Director-Supply Chain and Logistics, La Trobe Business School, La Trobe University, Australia
Gang Chen, Ph.D. (Co-Guest Editor)
Professor, Shanghai Maritime University, China; Aalborg University, Denmark
Guo Li, Ph.D. (Managing Guest Editor)
Professor, School of Management and Economics, Beijing Institute of Technology, China
Suresh P. Sethi, Ph.D. (Co-Guest Editor)
Eugene McDermott Chair Professor, Naveen Jindal School of Management, The University of Texas at Dallas, USA
Manuscript due: 31 August 2021
First-round review: 31 October 2021
Final manuscripts decision: 30 April 2022
Adobor H. (2019). Supply chain resilience: a multi-level framework. International Journal of Logistics Research and Applications, 22(6), 533-556.
Asian, S., & Nie, X. (2014). Coordination in supply chains with uncertain demand and disruption risks: Existence, analysis, and insights. IEEE Transactions on Systems, Man, and Cybernetics: Systems, 44(9), 1139-1154.
Chen, L., & Hu, B. (2017). Is reshoring better than offshoring? The effect of offshore supply dependence. Manufacturing & Service Operations Management, 19(2), 166-184.
Cohen, M. A., & Lee, H. L. (2020). Designing the right global supply chain network. Manufacturing & Service Operations Management. 22(1), 15-24.
Demirel, S., Kapuscinski, R., & Yu, M. (2018). Strategic behavior of suppliers in the face of production disruptions. Management Science, 64(2), 533-551.
Elluru, S., Gupta, H., Kaur, H., & Singh, S. P. (2019). Proactive and reactive models for disaster resilient supply chain. Annals of Operations Research, 283(1-2), 199-224.
Foreign Affairs (2020). Will the Coronavirus End Globalization as We Know It? https://www.foreignaffairs.com/articles/2020-03-16/will-coronavirus-end-globalization-we-know-it (Accessed on March 16, 2020).
Ivanov, D., & Sokolov, B. (2019). Simultaneous structural–operational control of supply chain dynamics and resilience. Annals of Operations Research, 283(1-2), 1191-1210.
Jung, S. H. (2019). Offshore versus onshore sourcing: Quick response, random yield, and competition. Production and Operations Management. https://doi.org/10.1111/poms.13135.
Kaur, H., & Singh, S. P. (2019). Sustainable procurement and logistics for disaster resilient supply chain. Annals of Operations Research, 283(1), 309-354.
Li, G., Li, L., Zhou, Y., & Guan, X. (2017). Capacity restoration in a decentralized assembly system with supply disruption risks. International Transactions in Operational Research, 24(4), 763-782.
Li, G., Liu, M., Bian, Y., & Sethi, S. P. (2020). Guarding against disruption risk by contracting under information Asymmetry. Decision Sciences, https://doi.org/10.1111/deci.12437.
Lu, D., Ding, Y., Asian, S., & Paul, S. K. (2018). From supply chain integration to operational performance: The moderating effect of market uncertainty. Global Journal of Flexible Systems Management, 19(1), 3-20.
Ramasubbu, N., Shang, J., May, J. H., Tjader, Y., & Vargas, L. (2019). Task interdependence and firm performance in outsourced service operations. Manufacturing & Service Operations Management, 21(3), 658-673.
Sabahi S., & Parast M. M. (2020). Firm innovation and supply chain resilience: a dynamic capability perspective. International Journal of Logistics Research and Applications, 23(3), 254-269.
Shekarian M., & Parast M. M. (2020). An Integrative approach to supply chain disruption risk and resilience management: a literature review. International Journal of Logistics Research and Applications, https://doi.org/10.1080/13675567.2020.1763935.
The Economist (2019). The global list: Globalization has faltered. Retrieved from https://econ.st/35csQEc.